Holly Brink: 5X Brokerage Growth in 4 Years
LISTEN TO THE FULL EPISODE ON:
What does a Designated Managing Broker (DMB) do and what does a day look like for them? Meet Holly Brink, the Designate Managing Broker for eXp Realty in the state of Iowa. When she took on the role back in 2019, she oversaw 69 agents. Fast forward to today, and they now have 330 agents, almost 5X growth in 4 years. Born and raised in Arizona, Holly has been in real estate for over 15 years, focusing on residential sales since 2011. After starting in Arizona, Holly moved to Iowa in 2016 and quickly became a successful agent in the state prior to taking the DMB role in 2019. When she's not doing real estate, Holly is busy creating content for her social media accounts or spending quality time with her two children.
In this episode hosted by Mike Swenson, we discussed:
- How Holly took the interim opportunity to be the Designated Managing Broker in Iowa, and turned it into her full-time role
- As DMB, knowing how to take care of all the agents underneath her and being responsible for their actions
- The value of getting on a team as a new agent to help grow your business more quickly
- Holly's buyer strategy session that made her time more efficient and was able to close 40 deals a year
- The two biggest things you need to know to grow your leads
- Things to consider when interviewing for brokerages and teams to join in order to find the best fit for you
Timestamps:
0:00 - Intro To Holly's Career
3:52 - What is the Role of a Designated Managing Broker?
6:38 - Challenges Holly Encountered As DMB
11:36 - Advice For People Considering Getting Into Real Estate
19:50 - Advice For Agents Looking To Grow
27:36 - How To Select The Right Brokerage For You
30:50 - How To Find Holly
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Minnesota Real Estate
Read the full transcript here:
Mike Swenson
Welcome to The REL Freedom Podcast where we inspire you to pursue your passion to gain time and financial freedom through opportunities in real estate. I'm your host, Mike Swenson, let's get some REL freedom together
Mike Swenson
welcome everybody, to another episode of The REL Freedom Podcast where we talk about people building wealth, gaining time and financial freedom through various opportunities in real estate. And so I'm so excited today to share we have somebody that is a managing broker for a brokerage, which I don't think we've ever had on in two and a half years. And so if you're curious to know what that's like how that works, and then really Holly's role is managing agents helping agents helping them to grow their careers. And so you get to see things firsthand in a way that a lot of people don't and so got Holly Brink on the show today. And Holly is the the managing broker for exp Realty in Iowa, which currently has over 330 agents. And in the past, you've done things like property management, sales, still are an agent as well. And when you're not doing real estate, you are creating content for social media, which we can chat about a little bit, too, and spending time with your two kids. So Holly, thank you so much for being on the show.
Holly Brink
Thanks for having me. I'm excited to be here.
Mike Swenson
Just give them you know a little bit about your background, how you got to where you're at today. And then we can dig a little bit more in on the side of being a broker and how you can help agents what that looks like, but talk about how you got up to where you're at here.
Holly Brink
Yeah, so my journey was kind of a winding one, right? Like so often and you hear about but I think I started my real estate journey. While I was in college, I started started with a company where I was a temp, basically a temp agent for apartments, like when they had like leasing agent needs and things. So it started there. And then after college, I got a job as an apartment manager. So I was an onsite apartment manager 25 When I got the job X was shortly after college and and so that just led me down this path of okay wanting to grow in that industry needed to get my real estate licence to become like a district manager. And then realising that there was a lot more potential in sales. So then shifting over to sales, and this was all in Arizona. So my most recent journey then was moving to Iowa in 2016. And working on a local brokerage here, and then had heard about exp previously, wasn't in Iowa yet. So I was one of the first Iowa agents that jumped on. And after about a year and a half the desert, a managing broker at the time was ready to kind of take a step back. He had, you know, opened up the state on a great job. We had 69 agents on the roster. So this was back in 2019. And they asked they leadership was like, Is there any agents that you think could you know, kind of carry this on or take take it over till we find a permanent replacement, so I was honoured to be the person that he felt was, you know, most knowledgeable and ready for that challenge? So after a couple of weeks, I was like, Can I just interview for this job? Like I'm loving it. And I think it's a great opportunity. So I interviewed. And yeah, they let me have it. So it was kind of being at the right place at the right time. And a lot of ways I've been super blessed. As you mentioned. Now here we are four years later, we jumped from 69 agents, we're at 330, and always kind of growing. So I've grown a lot since I became the managing broker. And I've been able to grow with the state and help kind of tweak our processes and do things to help, you know with that. So anyways, it's been a really fun journey. So
Mike Swenson
So for people that don't necessarily know kind of what is the designated managing broker? I think sometimes people use the terms broker and Agent kind of interchangeably, you because you can be a broker but not be the designated managing broker. So can you just kind of educate those folks that maybe don't know, or don't understand kind of how all of that works on the back end?
Holly Brink
Absolutely. So I would say it's sometimes a state by state basis. In Iowa, though, you have to be a salesperson for at least two years before you can take the education and then take the broker exam to become what we call a broker associate. So I do encourage all of my agents to do that, if you like it's a little higher education. And then you have instead of being a salesperson, a licensee, you are then a broker associate, which I think the public typically sees as having a little bit maybe more clout than a salesperson as well. Now, designated managing broker is multifaceted in terms of that's exp is named for me that I'm like the top right of the local the state level, at least I'm the state so we may at some point it, we're managing brokers that help oversee regions. Now, the real estate commission knows I'm the managing broker DMB, if you will, some states called the principal broker. So that's just kind of Yeah, the one who's responsible for all of the licensees, so that you want to look at it as like the mother hen. But, you know, really, I'm literally responsible for the actions of all of the agents underneath me. So,
Mike Swenson
you know, I know, for me being on the, the agent side in the past and knowing, you know, quite a quite a few brokers for various places in Minnesota, you know, there's, there's kind of a couple thoughts that people have about brokers. One is, you know, you are the person that's responsible. And so I think that's the key piece, like, if you have, you know, sometimes people think, well, I can just get my agents licence and, you know, in just practice, real estate, and whatever. But people have to realise that, yeah, the, it's the broker that's responsible for the actions of the agents. And so, me getting a licence, I'm placing it with a brokerage, who's going to say, I'm responsible for that person. And so I've you know, had in the past where, you know, people are removed from a brokerage, because they feel there's, there's a liability there, maybe there's some issues that have come up in the past. And so you really are responsible for the actions of the agents and what they do, what they say what they tell people, the contracts. So it is a large responsibility to be responsible for those people, not only just making sure they're not breaking rules, but making sure they understand things and do things well, positively, in addition to just don't do that, don't do that.
Holly Brink
Yeah, in my experience, most agents wake up wanting to do the right thing and wanting to be compliant. And so when mistakes are made, oftentimes, it's out of ignorance. And so it is, it is the most challenging part of the job, because especially with our you know, the brokerage I'm with, we really give agents a lot of autonomy and let them running their own businesses, how they want to in terms of team structure, all the things. But at the end of the day, we answer to our local boards, our state boards, the National Association of Realtors, the real estate commission, like there's so many overarching policies and rules and laws, that there has to be some set of standards that each brokerage has. And so sometimes that puts me in a position of not being a fun person, because I have to be like, well, that's a great idea. However, you know, we need to position pivot a little bit or do it a little bit differently. So it's the agents that go rogue, the agents that don't plug in and engage, you know, I have a weekly state meeting, it'd be great if more agents came to that, because we try to provide value we try to go over kind of refreshers of the law, you know, code of ethics, all kinds of stuff. And I really think that it would help. Oftentimes, the agents that get in trouble are the ones that don't engage and don't plug in. And we do what we can to support them. And of course, correct when when necessary. But yeah, that is challenging.
Mike Swenson
And then another piece, you know, that I understand too, is kind of figuring out the flow of things. So like, what should agents be doing, and as you have a scaling, brokerage, you know, 69, agents and 2019, and up to 330. Now, there's a lot more of your time that you have to be efficient with. So as somebody that has run operations on a real estate team in the past, like, I like making systems and processes, and so part of that, too, is deciding, like, how do you submit contracts? What's the org chart? In terms of what types of questions What's the response times? How do you do that, and so you've kind of got to figure out the most efficient way to run things as well, because you want to be able to support agents. And for me, I don't necessarily call my broker talk to them until I need to, right. And so it's not like because I also respect their time, you know, like, you've got a lot of stuff on your plate. And so typically, when we're reaching out to, it's because we have something that's really urgent or really important, and so you having to decide, like, how can I quickly get back to people provide the support that you need, and do it in an efficient way? There's a lot there that you've got to figure it out from a systems and operations standpoint.
Holly Brink
Yeah, luckily, our broker drops team, you know, the people above me have really helped, you know, put systems in place and I have a team you know, a smaller you know, broke like Mom Pop brokerage, you know, they probably do at all, all file review, paying the agents, all the things I'm lucky enough to have, although I'm the deputy managing broker, I have someone whose full time job is to audit those files, and kind of tag me in if something looks suspicious, or an agent needs additional training. And then there's three different departments that settle files depending on whether you're a solo agent on a team or on omega icon team like so there's lots of processes in place, but it's the constant, tweaking and adjusting that I've noticed, you know, I had a stellar onboarding system about a year and a half ago. And at some point, we just kind of outgrew it and things changed. And now I have to, you know, kind of go in and rebuild that, because it was not a sustainable system. So, but yeah, it's, it's definitely a fun part of the job, you know, being a problem solver. So
Mike Swenson
in to your point to Yeah, the systems that work at a certain scale, don't work at a larger scale. And so you're not necessarily creating a system for 100,000 agents in the state of Iowa, because you don't need to right now. And so you're kind of continuing to tweak and adjust and tweak and adjust and, and refine those systems to provide the best service possible. And yeah, you get to plug into a larger brokerage that has a lot of those systems in place, and so you're not coming up with it from scratch, because they've done this in 49. Other states, too. You're figuring those things out and working together to figure out what do we need to do for what works best for Iowa for where we're at today?
Holly Brink
Exactly, exactly. You know, I'm on a couple of different broker jobs, chats, obviously, so we can support each other. And, you know, the smaller states, we have the luxury of making those one on one calls with people on board and, and being able to do that as the DMV, well, you know, then I've got other state friends who have, you know, 13,000 agents, it seems like, I think I'm exaggerating, but you know, they have 1000s of agents, they have 250 agents in their queue at any time. Well, I have five, you know, it's quite a difference just depending on what's going on. But you're right. It's, there's gotta be some consistency. But it's got to be scalable. So yeah.
Mike Swenson
So talk through today, because you you do have a pulse on what agents are going through and doing business yourself. What are some of the challenges you see? So for people that want to get into real estate, right? So hey, I'm in a sales career right now. I'm a teacher right now, I'm looking to get into real estate, maybe part time with maybe the hope of going full time in the future, because I love the real estate industry. And I tell people like it's a great opportunity. Like there's this, this playground of opportunity, whether you want to be sales, whether you want to invest, whether you want to do other things, there's so much that's out there. So if I'm considering getting into real estate, dipping my toe in the water, what advice do you have? Or what challenges do you see from people that are doing that right now? So yeah,
Holly Brink
it's, you know, may 2023, and the market is a challenging one, low. As of today, we're seeing low inventory. I'm still seeing a lot of buyers, mostly first time homebuyers. Believe it's Gen Y, but the 18 to 24 crowd. And so I think for new agents, we're getting licenced, and I've always felt this way, I think it's important to have support, whether that's your managing broker, or you decide to join a team for a few years, even if that's your short term plan, I think getting that hands on experience is just invaluable. And recently, we had a new agent who joined who was trying to go solo. And finally, and I'll spend like six, eight months, no deals, he's doing all the things that we're recommending, and reach out to your sphere post about it, especially as his multi lingual. And finally, we got him on a team. And now it's just like, he's been able to hit the ground running because the team leader is able to supply him with some leads, he's able to go out with his teammates to show houses and learn all the tricks of the trade. Because I would say, you know, we learned about 5% of what we need from our, our classes. And the rest is hands on job experience. And so that's, you know, as a virtual brokerage, where, yes, we have branch offices, but they're usually led by teams. That's where we have like a mentorship programme to get partnered with mentors. But I just I really feel having come from a team background myself that, that that's the best way to learn. And it's worth the additional split that you might incur, you know, better than nothing.
Mike Swenson
Yeah, I was gonna say, you know, my path before launching my own team was, was being the CEO for a team of about 50 to 60 agents in multiple states. And, and I could have, I mean, we could talk for days about the value of being on a team, because there's so much there. And I think agents sometimes feel short sighted and thinking like, well, I don't want to give up my commission right away, right? Well, it's really not a What am I giving up? It's a partnership, right? We're working together to help you hit your goals. And just like you talked about, you know, being a DMV, and having an organisation that can support you in other areas. That's what a team can do is support you in those other areas. And so you only have to focus on the few things that are really going to accelerate your business and you have admin support, marketing support, sales support, leadership to be able to help you get further faster. And you know, I use this example of, I had a friend one day, who's in sales, medical device sales, and his commission when he would sell something to a doctor, I think it was like 12% is what he got. And he's thrilled about getting 12%. Because that's what his commission is. And yet in real estate, because you could do 100% of the things, people feel like, let's just call it 5050. For the sake of easy numbers, I know, there's teams out there that do it differently. But the 50, like, that's 50%, you know, my friend, and medical device sales doesn't have to do the marketing doesn't have to do the, the accounting doesn't have to do the, the r&d to come up with these replacement knee parts, and they're excited to get 12%. But real estate, like we just somehow feel like because I could get 100% I'm upset when I don't get 100%. But figuring out like, what would I be three years from now, if I had the support of a team, the the career acceleration of a team, there's a lot of opportunity there. So I love teams, I think there's a tonne of value there. And, and a lot of times agents just feel short sighted because I'm giving something up. But if you're on a great team, that value you're getting back is more than more than outweigh what that commission percentage is.
Holly Brink
And I think that's the key, right? It's the value has to be there. So as a team leader, you have to be cognizant of that all the time. Like, obviously, you have to be able to pivot and grow. But what value are you providing to the team and the team members and so I think that's an essential piece of the puzzle. But for new agents, that would be my my best recommendation is to interview the couple of different teams and, and see who might be a good fit. So
Mike Swenson
yeah, and there's a there's a time value, too, I was talking about this with another agent, where he was asking me about, you know, kind of the mantra out there for agencies, you got to be available 24/7, Monday, you know, Monday through Sunday, and it's you know, I'm giving up my personal life to do that, which some agents choose to do. And yet this person that I was talking to is, you know, loved spending time with their kids at night. And I was like, you know, what, if you've got a showing if if a buyer wants to see a showing or see a property, that's the value of a team, there could be another agent on your team that's available to do that or another, another friend, another agent that you have in the brokerage doesn't have to be if you're not on a team, that you can go find those people, and still find a way to do a great job as an agent and live a great life outside and have good family relationships, or be able to go to your kids activities afterwards if you want to. And so I always encourage agents to think differently, don't feel like you have to give something up to be in real estate. But what if you could have both, you know, I can have the unlimited income potential, I can be my own boss, and I can still have a great life outside of that and not feel like I'm giving up things for my family or my kids. Absolutely. I was remembering when I first got into real estate being on the admin side, you know, we'd put together the marketing materials. And I remember we would always have these these thresholds of kind of when we would brag about, hey, we sold a house, what were we excited to tell people and I remember when we first started, it was if a listing sold in under 60 days, is when we were excited to brag about selling a house. Now, if a house is on the market for three, three weeks, people are like, what's wrong with it? Like, is it gonna fall apart and fall into the ground? Because it's been on the market for more than three weeks?
Holly Brink
Yeah, no, you're so funny. And then that is industry trends. That is funny. Yeah, I started well, I started trying to be a solo agent. And then I joined a team. So when I first joined her team, it's funny I was, I was like, the listing coordinator and did all that stuff. And then at some point, when I moved back to the area, I transitioned to being a buyer's agent. And I made and I'm just being totally transparent, but I made more money being a buyer's agent on that team that I make today. And so it's it because that was my goal was wanting to be efficient and wanting to make money. So at some point, you know, that's why some people stand out as team leaders, because they want to be the face and the brand. And that's great. But there's so many other people that are so important to running that system. And so we leaned into her brand and her team, and I, you know, got to see the fruits of that. And I learned so much, you know, over those three, four years that I was with her so yeah, that's it. But what I guess my point was, was as the buyer's agent, I, you know, answered the phone, I did my buyer strategy session, and I showed homes and then I negotiated the contract done, hands off the file, and the transaction coordinator took the file, and I didn't show up until we did a final walkthrough. So it made my time more efficient. And I was able to, you know, really just kind of keep it going and keep that train moving and was able to close you know, 40 deals a year.
Mike Swenson
Well, and that's the other thing that people don't see if I'm getting into real estate and I'm trying to do everything myself is yeah, how much more money can you make? Um, you know, the same goes, the riches are in the niches, right? Like, if you're really good as a buyer's agent, you can make a lot of money when you have the support and systems of a team, or you've put that together yourself. Because yeah, it's just, it's the assembly line, like I plug in, I do the thing that I need to do, and I do it really, really well. And then the rest of the team takes over. And what you need to focus on is finding a way to have that be at that assembly line be efficient, you don't want to be clunky in the handoffs. But when you do a great job as a buyer's agent, think about how strong you are in your your scripts, your conversations, knowing how to really get to the point of what the buyers are looking for being able to negotiate really well with the listing agents, and then move on to the next one. And if you're doing that, like you said, 40 a year, you're so much stronger than somebody trying to do everything and figuring out how to do 10 deals a year, or 15 deals a year. Absolutely. And that as an agent, eventually, you can get to the point to where you can cherry pick your business, if there was a buyer that didn't fit your schedule, or that maybe didn't fit location wise, or price point wise, or maybe you just didn't jive well with them. Like you can refer that out to other people as well. And so you're in control of your career, and kind of your career path and what you want to do. But yeah, getting that area of specialty is really important. So what are some other challenges or pieces of advice that you might have for agents looking to grow?
Holly Brink
You know, I think, focusing on sphere, and you're I mean, when you get their past clients, but really maintaining your database from day one, you know, and if the agents that listen to that advice seem to do really well. But you know, putting everyone you know, in, in your database, and really working your sphere, you probably are gonna get your first few deals is is leveraging your sphere unless you join a team who he hands them to you. And then just lead follow up answering the phone. So one of I am building what is now being known as a micro team as opposed to a mega team. So with the AG, I'm the only agent at this point, but I have, you know, three admins now. So my first real hire was an ISA. And so I noticed my personal business, suddenly, now my funnel is full because he's answering the phone. So it really was a reminder on how important it is to answer the phone, people call and answer those leads. And, and don't, don't wait, because you're not the only one that you're you know, has that lead, you're not the only one that that they're reaching out to. So those are probably my two biggest things is really foster their relationships with your sphere, and make sure that you are answering the phone and responding to leads very quickly. I mean, like within minutes, once you do have a lead. So
Mike Swenson
I think you know, you'd mentioned database, you know, number one, your database isn't your phone, your contacts and your phone. And yet your database doesn't have to be this super sophisticated thing. I think sometimes agents get hung up in the latest and greatest thing, or a database that has to do 97 Different things that you're never going to use. And so starting out, it can be a spreadsheet, right? Like I I always tell people, the best database is the database that you use. And so if it's a spreadsheet with first name, last name, phone number, email, and then even if it's just a column of the last time you talked to them, and notes, like it can be that simple. You don't have to feel like I've got to spend three weeks interviewing seven different database and paying $500 a month, it can be that simple or some brokerages you know, help you out with your database and provide a tool for your database. And so I always encourage people, like, just get started, right plug in some time. 20 add 25 people a day, you know, don't get overwhelmed that sometimes they get so hung up with. I've got 100 Different people or hundreds of different people and then I don't do anything. Just chip away. Be smart learn and then yeah, you've got the value of other people to help you along the way.
Holly Brink
Well, you know, it's so funny because you say it's not your phone, but I know one of my iKON agents that's kind of how he started he started going through his phone calling people and even if you didn't know who they were you just make a joke of it like you're in my phone we obviously met at some point do you know how we met you don't remember how we met all right, well, I sell real estate you know and it started a dialogue and so although I said like answering your phone what I really meant to say was pick up the phone because you have to have conversations about real estate in order to get real estate business. And along those lines I think my my third and most important piece of advice for new agents is I see them hesitate hesitate to pick up the phone hesitate to make the calls hesitate to call back because they feel like they don't know what to say. And that's where I'm like you need to look at scripts and you can get them for free on the internet. But you need to have some sort of guideline or Some sort of basis as to what you're doing a map, if you will. And I know there's people that don't believe in scripts, but you know, for new agents, they need something, because they need to know what to say, when somebody says, I'm, I know, I'm already working with an agent, or, you know, I'm interested in buying a house because they literally don't know what to say next. So knowing what to say, and when to say it, I think is a huge piece of that puzzle. And so, you know, Google it, figure out what scripts resonate with you, because there's so many different kinds. And at the end of the day, just start reading them and figure it out. So that you start having that arsenal of responses and objection handlers and questions to ask to get to the end result. And I think that is so essential, and oftentimes overlooked.
Mike Swenson
And I think, too, you know, coming up with some great powerful questions to ask people, you know, I always tell people, if you don't know what to say, think of a good question to ask. Because yeah, if you're, you know, a buyer's agent, I could tell you all the ways why I'm such a great agent, and you should work with me. Or I could ask a question to help understand your needs, like solving a problem, right? And so having a good list of questions to ask to, to get a sense for timing, motivation, and now helping them to self discover what they're looking for is helpful, too. So yeah, if you don't know what to say, but I do, I do agree, you need to gain efficiency by following some sort of plan, right? If you keep coming up with new different things, and you're not necessarily found in that plan, you're not able to, to learn and grow and to be more efficient with your time What if instead of a 10 minute call with a buyer, you could be done in five minutes and gain the same information? That doesn't mean we're cheating the relationship, you're just getting to the point faster. So you can move on to the next call.
Holly Brink
Yep. Yep. That efficiency is important. And that that roadmap.
Mike Swenson
There's a lot of brokerages out there. And and not every brokerage is for every person, and yet every brokerage would probably like to have an agent on as a part of their brokerage. So how do you help guide people? Like I'm a big believer in? There's lots of great brokerage options. And so how do you help them select a brokerage? That's a good fit for them?
Holly Brink
You know, I mean, I definitely think all new licensees should meet with at least three different brokerages and ask the questions and for you know, I wouldn't, the thing to remember is you don't go to a Ford dealership to get sold a Chevy. So you really want to go and you want to really get the you know, meet with the broker or the team leader and see what they have to offer, like full package. So and I guess my point is, is like, even in our brokerage, like people are like, Why need a brick and mortar? Well, if you call me I can see if there's an eight, you know, there's teams, we have like eight branch offices, like let me see if one of them's open to having you come, you know, meet with them and train with them. And and so, you know, just reading and hearing things about different brokerages is not good. You want to still get out there ask the questions. And what we were talking about earlier to circle back is it's all about the split, what value are they providing, whether it's a brokerage at the brokerage level or at a team level? You know, what value are you getting for that split? And what services and benefits? Are there? Is there stock options? Is there a medical Is there a support system in place if you leave town and travel? What is training look like? You know if if you need that in real life training and watching videos isn't your jam? Do they have that resource available on maybe the recordings for your jam? Do they have that resource available, so figuring out what it is that you want? But I think that, you know, interviewing at least three and kind of getting the overall vibe of the brokerage and the team is so important.
Mike Swenson
In my mind. It's really about finding a great fit and I think brokerages are great for a lot of people, but not every you know broker is not a one size fits all fit for everybody because you're at a different spot in your life, a different spot in your career, and it's about finding the right fit for you. So just because somebody said they had a bad experience at that brokerage doesn't mean that that brokerage is bad for everybody. It was just a bad fit for them. And so I love talking about the positive things of each Well good you know I got a I got a recruiting email yesterday from a brokerage and they started off by being negative about other brokerages and it's like well, that's not the way to win me. The way to win me is just tell me what's good about your brokerage. You don't have to be negative about other brokerages just speak positively. Here's what we do. Well, here's what I like about our brokerage and if you like it, great, choose it. If you'd like a different brokerage great, you can choose that. But it is about finding the right fit and it's not a one size fits all. Just because I like wearing Nike shoes doesn't mean that everybody likes wearing Nike shoes. Sometimes it just doesn't fit their foot. Right? Right. That doesn't mean that that that a Nike shoe is bad. It just means it doesn't fit them. Well. So find the broker. That's a good fit for you. Yep, definitely. How can folks get a hold of you if they want to learn learn more about you or connect further?
Holly Brink
Yeah, on most things, I'm hustling with Holly on Instagram. I'm hustling Holly bring. So I mean, that's the easiest way. My number is 712-363-2399. But you gotta send me a text. I probably won't answer unless you're an agent. I have all the agents programme on my phone. And if they call I answer if it's a number I don't recognise. I don't so
Mike Swenson
right. That's how a lot of us work these days. Yeah, yeah. But um,
Holly Brink
but yeah, happy to help answer any questions guide you in the right direction whenever I can do.
Mike Swenson
Awesome. Well, thank you, Holly, for coming on and sharing your story, learning more about kind of the back end of a brokerage and helping to encourage and inspire agents to grow further in their career. So thank you so much for coming on and sharing.
Holly Brink
All right, thanks so much. Have a good one.
Transcribed by https://otter.ai
