Seth: Hey folks, how's it going? This is Seth Williams and Ajay Sharma. You're listening to the REtipster podcast. This is episode 217. Show notes for today can be found at retipster.com/217.

Today we are talking with Anshul Sharma. Anshul is the founder of Gold Soil Realty Investments, and he's a guy I've been hearing about more and more over the past year or so as someone who is killing it in the land business, doing big things with a big team. He started this thing the same way most of us do—all by himself back in 2018 without a ton of money. And he didn't just make it work since then; he's turned it into kind of an empire.

So we're going to talk about Anshul's story, how this business started, how it evolved, and what it looks like today. Anshul, welcome to the show. How are you doing?

Anshul: Thank you, sir. Great intro.

Seth: Let's start this from the very beginning. Tell us about your business. What kind of land investing do you do? What kind of stuff do you specialize in? Help us understand how your company works.

Anshul: I have done a little bit of pretty much everything except those desert square properties. I've never touched those, never seen those. I don't even know how they look on Google Maps. I have done quite a bit of infill lots. I think I was very comfortable starting my business with infill lots because I started with wholesaling. Slowly transitioned to 5-10 acres and now we're looking at 200-300-400 acres—whatever we can put our hands on.

That's pretty much where we are. We're living through a whole era of subdivides, 100-200-300, quite even more fancy. That's where our focus is. We have almost moved away from infill lots. I almost don't do it unless my team really pushes me and punches me in the face, saying, "Look at this, this is a $50,000 deal." But okay, whatever, we'll do it. Otherwise, that's not the focus anymore.

Seth: So subdivides, like buying larger tracts of land. Are you doing major subdivides, like platted subdivisions?

Anshul: Just to kind of step back on the subdivides, it's not more so about subdividing. It's just bigger acreages. So we have bigger spreads. Even if I'm not subdividing, I would like to go for a $100K, $50K kind of profit. Infill lots come with their own set of due diligence that we never enjoyed. Here, I don't want to know how many easements are running under this property or how much the setbacks are. I just don't enjoy that stuff. So that's why we kept infill lots outside and we started being more recreational, unrestricted properties.

Setbacks and all that kind of stuff are not so much important when you're buying these properties. I mean, it is, but not so much as with infill lots. The due diligence part is a little bit lighter, in my opinion, when it comes to unrestricted properties.

Seth: What would be considered the minimum acreage that you go after?

Anshul: Five acres or more.

Seth: Maybe we should turn the clock back a little bit. If I understand right, you started this in 2018, right? So the land investing world was a little bit different back then. What were you doing back then? Like, were you working a job? How did you discover the land business? What made you decide that this was something worth trying?

Anshul: It was a job, man. It was a $170,000, good-paying job after my MBA degree. It wasn't bad. Life was good. I had a brand-new Camry. I bought it for $38,000. I used to work in Austin. Life was good. Everything was fine. But I had the itch. I knew that job wasn't for me. That was also the year that I migrated to the United States. So a lot of things were happening. If you are migrating to this country, you can't just do whatever you want to do. You have to be with an employer. So I took a job. But then I was looking for stuff that could get me out of the job.

I ran into some of these things. I didn't start here. I started with Rich Dad, Poor Dad, spent a ton of money with those guys. I actually became a professional options trader. I did that for about a year, year and a half, quickly came to realize that I needed money in the stock market to make any kind of serious money. So I said, "Let me go find some money first." In that pursuit, I got into real estate because I found wholesaling. I thought, "Man, this doesn't take that kind of money and I can do $10,000." The plan was to take all that money and bring it back into the stock market to start my options trading game, which I still like. That's how I kind of ended up. It was one of the Facebook advertisements on the right: "You can make money without any money." I'm like, "That's me. It's created for me."

Seth: So when did you migrate to the US?

Anshul: 2011.

Seth: And that was because you were getting an MBA at that time?

Anshul: Yeah, I was at Penn State, got my MBA, and did my two-year thing. I came down to Texas in 2012, got a flavor of what Texas is, and then came back down for my full time. Ever since, I've been a Texan guy.

Seth: You're from India originally, correct?

Anshul: Exactly.

Seth: Is India different from the U.S. at all? Or is it basically the same country?

Anshul: No, not at all. Absolutely not. Not a tad bit. Hey, you know what? There are quite a few similarities. Good people. We like democracy. We like to have freedom of speech in mind. So that's what I enjoy about India and the United States.

Other than that, we have differences. Culture is different. People are different. The way we approach money is different. We live on credit cards here. If you ask my father to open a credit card, he's like, "Ain't going to happen, not in this life." He still has this bundle of notes that sticks somewhere in a pocket that you can't see. All he can spend is the cash he has on hand. Once you run out of cash, you're done. So yeah, it's a different place, different food, different people.

Seth: As a native American, I always hear stuff about how America is the land of opportunity and all this stuff. And to me, it just seems like, okay, that's the standard. That's just what I grew up with.

You seem like a really smart guy. If you were to be dropped off with only the clothes on your back in India tomorrow or in the U.S. tomorrow, same situation, could you find opportunity and make a life for yourself in either place? Or would it be easier in the U.S. or easier in India? How do you think it would compare just in terms of opportunity in both places?

Anshul: The way we have opportunities in the U.S., we don't have anywhere else in the world. Pure end of story. This is an entrepreneurial nation. We have so much here. If you ever want to make a fortune, the odds of making a fortune are higher in the U.S. than in any other country. The way we promote entrepreneurship, the way we have funds and resources—you can go into a public library. It's free. You've got a computer. You've got internet. And you can build it out. For free. All you have to do is show up every day at any library. I don't care which city you are in in the United States. You have a library, you have internet, and you have a computer.

You can walk in, and you have books right behind you that tell you about programming. You can open that book and start coding stuff, and you can build a multi-million dollar, billion dollar empire. I mean, WhatsApp got sold for $14 billion at the time. It's a freaking app. That's all it is, right? The resources that we have here – and sometimes I see people not taking advantage of it, that kind of hurts me because I have seen people not having internet, not having computer, and they want something as basic as that.

If you can sit in an AC that is working and you have a computer and we have books and we have internet—that's how every big company is built in the United States. Instagram, Facebook, you name it. It's not made out of oil fields. It's made on an app. Somebody thought about it, sat on it and built it. And now they're multi-billionaires. That's the opportunity found in this country that you will not find outside of the U.S.

Twenty years back, that wasn't the case. The internet was a novelty. You couldn't just find internet in every house and every place. Now everybody has internet. There's great things about this country that don't exist anywhere else. The opportunity, the people wanting to share knowledge, want to grow each other—it's different. At least that's what I found. So if you want to throw me anywhere, just throw me back here in Texas; I'll be good.

Seth: Yeah, I actually saw a YouTube video a while back about a millionaire guy who did this year-long experiment where he voluntarily became homeless and he had a camera crew following him around and he had to figure it out. Like, can he get a job? Can he work his way out of that?

I think he did, but he found it was way harder than he thought it was. When you've got literally nothing, you go try to get a job and you don't have a driver's license, you don't have clean clothes, you're not presentable—it's really hard.

Anshul: It is. And of course it should be hard.

Seth: Going back to your land business. Tell me about the first year. Like, what kind of deals were you doing? You didn't do desert squares, but just tell me what that first year looked like. How much money did you have to work with? How did you make it work?

Anshul: My first deal, I made $47,000. That was my first deal. I double-closed that thing. I never went back.

You know, things were different back in the day. People used to sign contracts. The contract is signed; come back into your little PO box and stuff like that. I think those days are kind of behind us. We still get signed contracts from people who don't have an email address.

But I just double-closed that thing. I called the seller and negotiated the contract. That was my first negotiation and then I found a buyer. She called me and it was a double close. I don't know what I was doing. Just kind of put the contract together and closed the deal. From there, it's just like, "Hey, if I can do 47 on my first deal, I think I'll be good." And I just kind of took it from there.

And now we just do wholesaling and double closing. It kind of becomes the DNA of the company.

Seth: Did you do double closing because you didn't have the money to take it down or because you just didn't want to risk putting any money into it? That's a fairly complex thing for the first deal ever for most people to do. I'm just curious, what made you go in that direction?

Anshul: Yeah, you want to hear more about it? It was a Friday, 9:30. I have this buyer call me and she's like, "Hey, if you can figure out a title company, I have plenty of them. I can recommend." I'm like, "Man, no, lady, I don't want your title company. I want mine, but I want to double close this thing."

I called 14 title companies in Austin that day. Everybody hung up on me because, one, they thought, like, "Hey, this is some kind of scam guy with my whole accent, and he's trying to do something. He's trying to close two transactions. He said he has no money."

Finally, there was one lady at 3:30 in the afternoon saying, "Look, son, I know what you're trying to do. It's called pass-through, okay?" That's how you tell them! That's the lingo. "Pass through." I want to pass through this transaction.

See, I didn't know that. I was trying to explain to the escrow officer that, "Hey, I got a contract and I'm trying to get another contract and I had no money. Can you close this for me?" And 14 of them, ping, ping, ping. And then the lady helped me say, "It's a pass-through." I said, "Oh." And then she said, "You have two contracts?" I said, "I have two contracts." "Send them over to me." And within 10 minutes, she said, "Okay, I can do this. I'm opening escrow right now." In one week, we were done.

There was a lot of schooling in one day regarding real estate, double close, everything, what to say, what not to say, a lot of balancing. I missed all my corporate meetings that day. My manager called me. So fast forward, I say, if I can do one, I can do 100. And I literally took the formula. And that's what we do in our business.

Ajay: I want to highlight just two things coming out of that story because I've had the pleasure of knowing Anshul for a little bit over two years now. And it's been really fun as I've gotten to know him, learn from him, talk to him over the years, seen him at events. I think so many people look at him today the same way you would look at, and I'm going to compare you, this might be a funny comparison, but they might look at LeBron James today and say, "Man, this guy's crushing it. He's been successful for years. I'll never be able to get there."

Now, LeBron's a little bit different because, unlike any of us, except for maybe Seth, he's over six feet tall, he's athletic, whatever. But my point here is, it's really easy to look at the end product of Anshul today, a super successful guy, managing huge teams, knows management, knows sales, knows leadership.

If we listen to the story that you just shared with us, two huge lessons coming out of that. Number one, you said, "Yeah, first deal, I had no clue what I was doing," right? And I think that's how so many of us feel when we're trying to get our first couple of deals. But that's such a beautiful thing to actually not know what you're doing. And the most important thing there that I want to encourage everybody in is just take the next step, right?

And that's what you did, which is lesson number two, where you were like, "Man, I don't know what I'm doing, but I got a contract here. I got a contract here. They got margin." So what am I going to do with those contracts? I'm going to ask as many people as I can. How many phone calls you had to make that day? And you felt like an idiot every time, I'm sure, right?

Anshul: I was literally sweating that day. I spent my entire day in one room because all I was doing was calling and I was sweating.

Ajay: Even with the AC?

Anshul: Exactly, in an AC. And I knew if that lady took everything over from me, it would be her title company. Pretty quickly, she'll find my contract and my $47,000 will be in ashes. It's gone. So I did something about this thing. So anyways, I'm glad that God put me into that situation and able to build me the business I have today.

Seth: That is really interesting. 14 calls—that's a lot of time.

Anshul: I didn't know what I was doing. I called Independence Title. I called all branches of Independence Title until they knew that it's the same guy calling like three different escrow officers with the same thing. I did everything, man. And somebody told me, "Yeah, we can do pass-through." But then they say to wire the money. I was like, "Okay, that's not exactly what I want."

So I kept moving until I found a lady that said, "No money needed. I just need two contracts and I'll take care of it." I closed about 50, 70 deals with her until she was an escrow officer in the title company because every time she knew what I was trying to do and all I have to do is send two contracts and we were good.

Seth: It makes me wonder, what does it take for you to quit? At what point do you say, "Okay, I've gotten to the bottom of this. It can't be done. I'm finished"? Because I would probably get there after, like, maybe the seventh or eighth call. That's a lot of people to hang up on you or say no before you're like, "Okay, whatever. I must be doing something wrong. I give up."

But 14? That's almost a little nuts. Like, how do you keep going or what makes you keep going until you get to the bottom of it?

Anshul: I mean, it was $47,000. I've never seen $47,000 in my account ever. And I'm like, if I get $47,000 wired in a day, I don't even know what to do with that kind of money. I mean, I used to get $10,000 per month from my job, but I've never seen $47,000 in like three weeks. That was a different story at that point.

Seth: If that one lady hadn't been there to help you through it, do you think you would have given up after that one or after like the 18th call or the 23rd call? Like, when would you stop?

Anshul: I don't know, man. It didn't happen, so I can't predict what I would have done. But I still remember it was a Friday and 3:30 and she said, "I'm about to leave the office. If you can send something in the next five minutes, I can let you know. Otherwise, this will wait for Monday." I'm like, "Nope. It is happening right now." And then I called my buyer and she said, "Okay, very good. I'm glad that you found the title company, Anshul." And boom, she sent the contract. And after that, she just took care of everything for me.

Seth: So am I correct in understanding that most of your business is double closings or assignments even today?

Anshul: Yes. Even today.

Seth: Even with these larger properties that you might be subdividing or something like that?

Anshul: We have double closed subdivides. We have subdivided properties four ways and five ways that we had to just double close everything at the same time. It doesn't work perfectly every time, but I think we have learned the nuances that it takes in double closing. So if it's going south, we know ahead of time that it's not going to work out. So we have to figure different things out.

And even if it's like, "Hey, it's a double close and we got to make it work," we just tell the buyer, "Hey, it's a double close. Just keep patience. I haven't bought the property; I'm going to flip it over to you. So you still want to have it?" I mean, we have the confidence to say that now. Back in the day when I started, I couldn't have said that to that lady. Because I didn't know the game. Today I do. So I can tell my buyers what's going on and they still stick with us and we kind of close the deal.

Seth: Does that limit you in any way? The fact that you're trying to fit everything into this double close assignment scenario or are there certain situations where you just have to take title to it?

Anshul: Yeah, we do now. Now we can't without cash. So we do 5%, 10%. We do take title on and just move on. But my thing is if you can't double close, you should not buy the property anyways. Meaning, if you can't find a buyer that quickly, you shouldn't be buying it.

I mean, 90 days is not quick. You got contract for 90 days. If you can't find a buyer in 90 days, you should not be the buyer anyways. There is no point in wanting to buy the property regardless. I mean, like, 90 days? Come on now. These are regular properties, 10 acres, only acres outside the city or inside the city. If you're not able to find a buyer in 90 days, I'm very careful if I want to buy it.

So there's no point, really, that we are buying these properties unless maybe we subdivide it or it's a great property. I don't even want to wait for 90 days. It came in for $50,000. I can sell it for $200,000. We got $50,000 lying around. We just wire in, get done, and that kind of stuff.

Seth: Are all your properties in Texas? What states or markets are you working in?

Anshul: 60% Texas and 20% Carolinas, and then everything else. Georgia, California. And it's just kind of random after that.

Ajay: I'm curious, what's a typical days-on-market for your properties before you sell them?

Anshul: Oh, man. I wish I could tell you it was 90 days.

Ajay: I feel like I'm about to get roasted here. I would say right now we're probably closer to like four and a half months, somewhere in there. I think I will say so. It was really fun. I had Anshul at the summit this past year and he was on our dispositions panel.

And I think, you know, it's something, Anshul, you don't necessarily advocate for, but I feel like every time I talk to you, I have to raise the bar on our dispo and it's like, "Man, we got to get better somehow." And so better marketing lists, working on our scripts, following up more aggressively, getting more people on the dirt, boosting Facebook ads, and all that stuff have helped.

But the most significant thing that we've done to start moving some properties is just dropping prices, which isn't my favorite lever to pull because that's our margin. But with double closes, especially, it's like, you know, you've got to be okay dropping it to basically almost zero and then maybe doing a reoffer or whatever it is you need to do. But I think the biggest thing I've learned from Anshul, too, is like exactly what you said here, whereas, man, if I can't find a buyer in 90 days, something's probably wrong with it, or maybe we were wrong on the price, right?

Seth: It's interesting because I was thinking kind of a similar thing to you, Ajay, like 90 days – I mean it happens but to say that it's a bad deal if it's not 90 days, like wow, I've done a lot of bad deals because a lot of them have not sold that quick. But it makes me wonder, Anshul, what are you doing to sell these things so fast? Like maybe that's where the secret is, or maybe it's because you're buying them super cheap. How is it that you're consistently able to move them that quickly? I mean, that's a hard deadline. Everybody knows we don't have money in the company. So either we sell it or we lose it. Like, are you listing with a realtor? Are you listing on like 50 different places online? Are you making phone calls nonstop until you sell it? Like, what is the secret to really making these things move fast?

Anshul: It's a combination of a couple of things. One, the pricing has to be right. And I'm not a huge fan, as Ajay said, of just keep discounting and somebody will bite on it. I mean, that's one way to do it. But once you do know that you are in the right price zone, you know, you start catching up, saves start catching up, inquiries start coming in. At that time, what do you do? How do you close the deal?

I think a lot of people focus on the first half, which is marketing, which is truly important. They don't put enough cap into the sales side of the business. When you do get the lead, how do you take the lead to the finish line? Closing in business is one of the key skills that will keep your business healthy and going for a very long time.

So when you do get a lead, how do you nurture the lead? How do you move forward in the cycles of buying the property? Have they seen the property? They've seen the property, why are they not buying? If you're not worried that somebody went to see the property and they're not buying, then you already lost the lead.

It's a very clear thing, like, "Hey, if they have gone and seen the property, you should know why they're not buying it." Because that guy saw your post online, they called you, they took the time to see the property and they're not buying. There's a problem. Either pricing is a problem, the property is a problem, we are a problem, or they're alone like us. You got to figure that out. Because if you're not trying to figure that out, then you will be losing on so many sales.

So it's a combination of three things: pricing, marketing, and then sales. And you have to get all three of them aligned all the time in order to consistently move inventory. And at the end of the day, you are a product company when it comes to the dispo side. You gotta move the product. Imagine Walmart—if your product is not moving, your product is going off the shelf, somebody else comes and sits on it because Walmart gotta make money. They cannot have products not selling and still sitting on the shelves.

So that's who we are and we have a 90-day contract so it's the DNA of the company at this point. Anything that comes in goes through a conveyor belt and it's moving, it's moving, it's moving. Hit 90 days; we got to close that thing.

Seth: Do you think any part of this is a function of the fact that you're working in markets that have pretty high demand, pretty high sell-through rates, or stuff just naturally sells pretty fast so it's kind of a downhill battle to get property sold? Or is it something special you're doing?

Anshul: I mean, if you're working in a better market in Texas, it takes 30 days to find a buyer, maybe 45. If you're in a slower county, it might take up to 90 days. So there's variation there and there are external factors. But what I'm trying to say is, you should have your marketing, pricing and sales all dialed in to make sure that you can move inventory at a good pace, at a good time.

I don't have any other marketing channels that every other land investor uses. I mean, land.com, Facebook Marketplace, MLS, you know. I don't even have better pictures. I don't think we do a great, great job at pictures either. It's just kind of a very conscious effort that, hey, we got to move this thing in 90 days. When you make it a point that you have to move it and you have no other option, guess what? You will move the inventory. That's how it works.

Seth: What does a typical offer look like for, I don't know, say if you get a property that's $300,000, like that's the market value. Like, what percentage of market value are you offering? And then when you're listing it for sale, what are you listing it for?

Anshul: I mean, we start at the market value and kind of drop the price from there. So if it's $300,000 true market value—well, market value is all made up, you know, but let's just say it's $300,000. You perceive it to be $300,000. That's where we start. We're not putting our properties on discounted prices.

Seth: You're offering $300,000?

Anshul: Yeah. I mean, when it goes on the market, it goes for $300,000. And we just wait for 15 days and see what views and saves and what kind of inquiries are coming in and just adjust the price accordingly. Let's say the market value of the property is $300,000.

It really depends on what market we are in. We can go up to $230,000, $240,000, flip that thing for $50,000 and just move on. It really depends on the market. There are markets in Texas that move super fast—15 days, and you get a buyer. That market will take 60 days. So it really depends on what market you are in and how far you're willing to go compared to the market value.

Seth: So it sounds like the whole model is because you know your objective is to double close or assign the thing you're offering a fairly high percentage with the understanding that we're in a market that's going to move stuff pretty fast and we can put it on the market and it will sell pretty quick, even at full market value.

Anshul: Correct. Yeah, we have something called the LDS score, or land desirability score, that we created inside the company. Every property gets a score. So if it's sitting high on the land desirability score, that means the likelihood of that property to move when it comes from the market is relatively faster than something that has a low LDS score. So that way helps my sales team to understand, okay, what kind of market, how quickly they can move this stuff.

Seth: What goes into that score? Like, how do you formulate that?

Anshul: It goes like, what county are we in, what is the population growth rate, what is the nearest city, and what kind of property. It's an infill lot; it's an unrestricted property. A 10-acre in Texas, which also allows recreational hunting, sells way faster than five acres.

So it really depends on what kind of property, how far it is from a major city, what's the county's population growth rate and a couple of other factors. They are all weighted to give a number. You can tell I'm coming from an engineering background right now. And it gives a weight and then we just take that thing and it's kind of a common way of lingo inside the company. "Hey, seven, good. Nine, damn, that thing should get under contract in 15 days."

Seth: When you're selling this stuff, are you hiring or are you enlisting the help of licensed agents or are you just listing it all yourself? Your company's handling all that?

Anshul: Yeah, we do flat fee listings. We're not hiring agents. Agents can come and we close with agents, but everything is going on a flat fee. And then every other marketplace, land.com, and then we have three or four salespeople right now who just push this inventory. And that's the only job, just push it.

Seth: What would you say is the number one, like, of all the places it's listed for sale, which one or two are most responsible for most of the sales? Like, is it the MLS? Is that where most of them come from?

Anshul: Actually, Facebook Marketplace, depending on the pricing. Anything less than 100K, great response from Facebook Marketplace. Anything more than that, half a million, wherever, MLS. Land.com lately has given some great responses. We have never done those big 200, 300 kind of acreages, but now we are into that business. So Land.com is working really well. And then NeighborLedger, some cold calling me, cold call a lot of realtors, give them pocket listings. So that helps.

Seth: So when you're subdividing stuff, did I hear you right? You say you don't take title to it? You somehow do the subdivide and then you double close it? How does that work?

Anshul: If it's a smaller property, let's say it's 50 acres. If I were to subdivide like 10 pieces, probably not going to take title. If I know the market, I can double close everything. I just probably double close everything. Or maybe get to the breakeven point where I sell two of these and I get all my money back so I can pay my seller. And then I have three or two lots and I can sell them whenever I want because it's all paid off.

Seth: Do you have to put on a contract for a longer period of time for subdivides or can you get through that pretty quick?

Anshul: In 90 days. Well, I've never really thought to. So it's actually after the fact, they say, "Oh, it's a great property, but we only have 90 days." All right, let's get to work. We want to subdivide it and double close it. Matter of fact, we are doing it right outside of Giddings, Texas. It's a 132-acre parcel, something like that. It's a million-dollar purchase. So the whole strategy is to double close that thing. We're just gearing up for it. And our whole theory is if we can sell two out of four parcels, because we want to chop it down into like four parcels tops, a 25, 30-acre parcel. If we can sell two, will we break even in the project? And my team thinks they can find two buyers who will be willing to buy two of these within 90 days. So let's go.

Seth: How much EMD did you have to put up for that? Are you putting up hard escrow money, earnest money for that?

Anshul: Yeah, for that one, I think we added 1% of the purchase price.

Seth: Okay, so about 10 grand.

Anshul: Yeah, 10 grand.

Seth: I mean, that's worth the gamble, right? 10 grand to make a half million. I'll take that bet.

Anshul: Man, if it comes to us having to buy, we're going to buy. But the whole idea is to double close that thing. Or at least get to the point where you're not spending a million bucks to buy the property, right? If I can reduce my cost basis down to maybe $200,000 or $300,000 and carry the asset forward, I'll do it.

Ajay: We actually just did the same thing on a project in Oklahoma, which people told us we couldn't double close there, but I'm sure you're well aware. There's always a way, right? And we found an on-market deal, actually, that we subdivided and double-closed on. We had everything under contract when we got to the closing table and sold six out of 12 child parcels the day of closing. We had to bring $100,000 to the closing table, but we had $300,000 more in sales lined up. So we'll end up netting about $180,000 on the deal. We have two parcels left that are supposed to sell in the next two weeks. But to your point, the cool thing about that is your cost basis is reduced and you've got the most active comps in the whole county. I'm like, "Man, the neighboring track sold for this. I'm confident I can find a buyer around this."

Anshul: That's excellent. Yeah. You just make your own market at that point.

Seth: When you're double closing on a property that you're subdividing, you don't need the property owner or the seller to do anything, right? Because you're doing an exempt subdivision where you don't need anybody's permission. You just work with a surveyor. You get the new legal descriptions. And then when that's worked out, I guess that's when the title company will have the original seller sign those updated deeds to the end buyers. Am I saying that all right?

Anshul: Yeah. I think in double closing, you got to pay the seller all at once, unless you have a partial release signed by the seller saying, "Hey, I'm okay to get paid as you sell these parcels." But that's rare. That's why it's so important to line up a couple of buyers in order to make sure that you satisfy escrow with your seller, or you have to bring money out of pocket in order to let your seller get paid.

Fortunately enough, we were able to line all buyers up so we don't have to come out of pocket. And these were not big deals, just to be honest with you. I've not double-closed a million-dollar deal. I've closed up to 200, 300K, and 400K. They were smaller parcels. They were in a great market. So it wasn't hard to line up those buyers. But for a million dollars, I wouldn't recommend anybody do that. It's like just playing with fire at that point, right? Unless you have done it so many times that you know what you're doing and you know your other exit strategies just in case that double close didn't work out.

Seth: It kind of sounds like your superpower is your ability to get all these buyers lined up pretty quickly, whether that's a function of how good you and your team are or a function of the markets you're in. But if you couldn't do that, it sounds like this would be kind of hard to do. You'd be getting a lot of these things on a contract and they would just sit there until they expire and you'd be wasting your time. So if part of this is attributable to the market, you're just working in markets where stuff sells pretty quick. That makes me wonder, is it hard to get deals on a contract in the first place? How much mail do you have to send out or what are you doing to find deals? What is your marketing channel?

Anshul: Man, it's been four years. I have not seen a single piece of mail, nobody. I kind of hopped on to texting until that didn't start to work out, then moved on to RVMs. Now we're doing cold calling.

Seth: Is cold calling the only thing you do?

Anshul: Yeah, that's the only thing we are doing right now.

Seth: Are you using an agency for that? Or do you have people in-house that are doing it?

Anshul: We have people in-house. I have a team in Egypt who does cold calling.

Seth: How many people are on your team?

Anshul: I think 44.

Seth: 44, wow, man.

Anshul: Including me and my wife.

Seth: Well, tell me about that. Tell me about the journey of getting that many people. Like, it sounds like you've really got things figured out. If you've got that big of a team and everybody has their assigned place, like, what do you do in the company at this point, if anything?

Anshul: Man, it's a whole different, could be a whole different podcast. But the way I've kind of structured the company is, one, we are having a team for the future. It's hard to put a team together and then make them all work together. It comes with time. So it's not like if I can afford to hire 44 people and I do hire them today, they'll all be productive or working at least cohesively to produce a result. It's a multi-month or year-long journey where we have gotten to the point that we have teams that gel together; they work together. So I can step out of doing comps and calling sellers or buyers and stuff like that.

I'm always overstaffed. I'm overstaffed by 10 or 15 people right now. And the reason for that is because we want to go somewhere. I have certain revenue targets that I want to hit. And if I want to hit those revenue targets, I'm not going to hire those people like today.

I got to hire those people three months back. They understand my system. They understand they're productive. So when the right time comes, we have all guns blazing, right? And that target keeps moving up. So we keep hiring. So we are always overstaffed. One, we are hiring pretty raw talent. Some of the talent is not to be found in the industry. If you ask me, "Hey, can you get me three comps guys?" There's nothing like that that exists in this industry. There are no three comps guys that you can hire, snap a finger, even if you have money. There are no salespeople that can help you sell your property. I mean, you know, if you have enough experience with realtors, you know what I'm talking about.

So the talent that we have, it takes time to bring them in, coach them, and get to the point that they're really working towards one goal. And so that's why I have 44 people. Whatever we have is like some of them were hired ahead of time. And now they're at a point that they can help us meet the revenue that we want to have this year.

Somebody asked me this question last year, "Man, 44, what are these 44 people doing?" Half of the company is under training right now. What to tell you? I'm paying for the payroll for about six months before they really come in and they can be on their own doing comps. You don't want an untrained guy doing your comps because that will cost you more money than sales, correct? But then what do you do? You cannot do all the comps yourself.

So there's like, okay, I can do all these comps, man. If I want to build a $20 million company, I can't imagine myself doing comps worth $20 million. It's not possible. You have to give it to somebody. And if those people are not trained, you're going to end up losing business anyways, right?

So, long story short, a good portion of the company is under training or they just got trained to the point that they can become productive and that kind of stuff. And we hire very raw talent and we train them. And we train them on culture. We train them on our ways of doing things.

Because guess what? We are a double-close company. If they're coming from a place where it's okay to sell a property in nine months, guess what? That won't work here. We are a three-month company. We work quarter to quarter. So they need to have that mindset, that culture, everything in order to fit into our ecosystem. And that takes time. So that's why 44 people.

Seth: It makes me wonder, I guess, a question for both of you guys: how big do you think a land flipping business can get? Like, what is the ceiling? Like, if somebody wanted to have a team of 500 people and just like dominate the whole country, where is the point at which it's like, "Oh, sorry, there's just not enough land out there or there's not enough opportunity." Like, where do you want to take this, Anshul? Like, how big is big enough? At what point are you like, "Okay, we can stop growing"?

Anshul: Man, I mean, even if you wish that you want to stop growing, it's not possible, right? And that doesn't exist. I wish I could stop growing and that's going to happen, right? I'm getting more white hairs every day. Something is broken in my body. So that's not possible. I think in general, any healthy business is going to grow. That's what a healthy business does.

Ajay: You're either growing or you're dying.

Anshul: Exactly. So you know that a business has to grow. You better be a catalyst to that growth versus trying to stop it. So any business that's not growing, we're going to die anyways. So where are we going to go? I don't know, but we got to have goals for where we want to go the next year and the next year and the next year. If you still want to do it, if you don't want to do it, okay, so be it. You can go and do something else, right?

So that's my question. Where can we go? I don't know. I don't have an answer to that. I wish I could take this company to a hundred million dollars in revenue. Okay. I write that in my goal diary every day. I want to take my company to a hundred million dollars. How do we get there? I have no picking clue. I know how to get to a 20, 25 million dollar company now, but can that translate into a hundred million dollar company? I have no clue. I've never done that before in my life.

Just like the double closing that happened seven, eight years back. It hasn't happened. So we will figure it out as we go along the way. And maybe I don't have the energy or zeal to take it to a hundred million at that point in time. This is a 40-year-old launcher saying that I want to take it to $100 million. Maybe things change in my life. And I say, "You know what? I'm done. I want to do something else." But I guess that would be my answer to the question.

Seth: A lot of these deals that you find, I know you said you use cold calling. Do you ever just find deals that are just like on the market? Like on the MLS? If you're making offers that are fairly high in terms of what most land flippers do.

Anshul: No, man. The answer, quick answer, short answer would be no. We have 35 subdivide opportunities coming into our pipe every week. We look at 100 and 130 properties that are potential subdivides in a month. There is no reason for me to go on another MLS when I have an MLS open in my own company at this point in time. These are qualified leads with road frontage, beautiful-looking properties, certain sizes, and that kind of stuff. And, you know, we have been kind of passing on those opportunities over the years. But this year we have put laser focus and that's what we are looking into at this point in time. And that's what's really getting me excited to do what I'm doing.

Seth: So how many people are on your cold calling team? Like, how many calls does it take to get that many opportunities coming into your pipeline every week?

Anshul: 10 people on the cold calling team. On average, they qualify three to five leads a day.

Seth: So they could qualify 75 leads? The reason I was asking that is because in terms of growth and where this thing could go, I often wonder about this. I wonder what the opportunity would be like in other countries. Once you start paying a higher and higher percentage of that property's market value, it starts making it, I feel like, more and more feasible to do this elsewhere, possibly even on the MLS.

I realize you got to learn a totally new system and all new laws and all this stuff. So maybe it's just more trouble than it's worth. But if you really wanted to grow this thing to 100 million, I mean, maybe there's ripe opportunity in Canada or something or in India. I don't know.

Anshul: I tried. Canada keeps their data system closed. So here's the thing. That's why this country is the biggest stand-up opportunity, because the way we have set the ecosystem, it encourages people to go and do creative stuff. You keep your system closed; there is no creativity, right?

That's why it sets the U.S. so different from any other country. So you're not going to find this kind of ecosystem anywhere else, for good or for bad. And it's really up to you, you know, what you can do about it. So I don't think it exists anywhere else, at least in my understanding.

Man, we're looking at... we're living in a very unique world, place and time in our lives and I don't think this would ever be replicated again. These kinds of opportunities that are coming our way—I mean, for the opportunity to execute on them, I will have time to actually get them done. I mean, that's the reality. I have like five ideas going on. I want five different companies. We're trying to do an AI company right now. We take so much data, so much volume, we can analyze every single call and we're trying to put this AI system together. So there are more opportunities out there than we can chase, and I can undertake, but I don't think this kind of ecosystem exists anywhere else. At least as far as our research.

Seth: When you started this business, how much cash did you have to work with? Like, did you start with no money or, like, I don't know, 5,000 bucks or?

Anshul: About $3,000 or something. I mean, I sent my first mailer. That didn't work out. And I sent my second. That's where I got my first deal. And after that, I had money. So I never really had to think about it, but I would say $2,000 to $3,000 back in the day. And then a $300 PropStream subscription.

Seth: I'm just wondering if somebody's listening to this today, and they have no money or at least very little money, what do you think is the feasibility of them getting into the land business and getting anywhere? Like, what do you think is the minimum amount of cash people need these days, given that they could do this kind of double closing or assignment thing, potentially make a lot of money if they just make really good decisions on the front end?

Anshul: Entrepreneurship, I think, will always be the game of people who take action and hustlers. If you are a person who has no money, I'm just going to buy a list for 40 bucks or whatever it takes and pick up the phone, ready mode and start cold calling. If I were to do this all over again and I do not have anything, I'll take a $30 ready mode subscription. I'll steal the list from somewhere. There are enough gurus out there who say, "Hey, I'll give you a thousand leads for free." That's where I'm going to go. I'm going to take that list, load that thing in ready mode and start calling.

Seth: I totally believe it. I mean, it sounds like the fact that you're so hungry, and I guess if anybody out there is hungry enough, they can find a way to make it work, right?

Anshul: Yeah. You know, you got to have the hunger for sure. I mean, I don't know where hunger comes from, but that's the next thing. Why are you so hungry? And I have no clue about that. And I don't even know if I'm hungry. I just go do my thing, what excites me, and I just got to keep doing it. I mean, think about it. There are so many 5, 3, 6, 7, and 10 million revenue businesses in the United States, like thousands of them, thousands of them.

Seth: I wonder if maybe it's because you have the perspective of living in two different countries and the difference in opportunity. And maybe just being aware of that is where some of the hunger comes from, just realizing the opportunity that's there.

Anshul: Yeah. I mean, that definitely gives the perspective, right? I know where I'm coming from, and I also know that I'm in a very unique place, and this thing is non-replicable. For my U.S. buddies over here in the land game, the spot you are in, it's a unique position. It exists nowhere else in the freaking world. I can guarantee you that. And if you know that you're in a very unique spot and you have that kind of opportunity, I think you should take full advantage. Sometimes we take things for granted, and I have started doing that because being in this country for 15 years, I kind of get complacent, but we are in a very unique spot, man. I don't know what else to say. It is a very unique situation, a very unique spot.

Seth: So I'm just thankful. I'm just grateful. And I just want to take full advantage of the opportunity because I realized that I'm in a unique spot. What am I going to do about it? Well, that was going to be one of my questions for you: do you think you've not gotten complacent, but maybe like lost the hunger, getting as far as you have, realizing it's like, okay, my hierarchy of needs, a lot of them are met. I'm not starving anymore. I'm going to be fine. That happens to me all the time. When I get comfortable enough for a long enough period of time, that hunger kind of wanes. And I wish it didn't, but that's probably just human nature. Sounds like you've had a little bit of that, right?

Anshul: My things were met when I was doing that $170,000 job, to be honest with you. We were going to good restaurants. As I said, I just bought a Camry for $38,000. That guy just literally ripped me off with that whole Camry thing, XLE, but that's okay. It was my first purchase.

Ajay: You know how to negotiate a little bit better now than you did back then, right?

Anshul: I know. I know. That was my first car. So I just kind of fell in love with it. There was no negotiation there, Ajay. I just kind of just like, "Hey, how much do you want?" and sign the contract, bro. I don't know, man.

It's a very tricky question, Seth. I don't know where the hunger comes from or what drives people. I have no understanding about that. I just want to challenge myself. I just want to live life every day. I mean, I'm not a guy who wants to watch TV or sit on a couch. I don't like small talk. I'm just like, "Hey, I just want to do something exciting." I love to negotiate just the way, you know, Ajay does on the phone with sellers. I love to negotiate. I like that hustle. I like that negotiation. I like to be on my toes. I like the adrenaline that it brings to think that I want to build a hundred million dollar company. So I don't know what the right answer is. I mean, if I just keep it where my company is, I will do very well in my life and will have everything.

Seth: With your big team now, what is your role in your company at this point? Like, what exactly do you do?

Anshul: There's a lot of things. When you have a bigger company, you know, you got to make sure that your cash flow is going good and your strategy's in place. I mean, I run a payroll of $80,000, $85,000 a month. You got to get used to that kind of payroll, running that payroll, including commissions and that kind of stuff. So you're thinking a little bit differently. And that's the fun of being in entrepreneurship. When you grow, you have different problems that you don't know when you have a 5- or 10-person company. You never realize that.

I was talking with somebody yesterday and he said, "Man, why don't you take a million bucks from the company and buy a storage?" And I was like, "Dude, my biggest asset is my people right now, not that million-dollar storage." These people will get me to a $25 million company. I have different assets to think about than trying to pull that million dollars and putting it in storage. Because I've spent so much time building a company and culture, which is a unique product in itself. So I know... What was your question again? Did I digress?

Seth: No, it's okay. I do that all the time. I just wonder what your specific role is. It sounds like you're the CEO, really, at the top of the thing, just making sure everybody's on track?

Anshul: I wish I could be the CEO every day. There are days when I am a COO and there are days when I'm CEO. I'm trying to be more of a CEO than I am. And it's a working progress. It's a transition right now.

Seth: Well, I'm curious. You said you wanted to grow to, I think, $25 million in revenue or something like that. So why? What's going to happen when you get there?

Anshul: I think I just want to challenge myself as a leader. And I think as you grow the company, it has to bring a lot of leadership. You cannot grow the company just on a formula that you know double closing. When you grow the company, your human side comes out in a very different way that you wouldn't realize when you are at a million dollars or $10 million in revenue. You are having people now. You should know, like, hey, how to work with people. Everybody has different priorities. What your priority is, not other priorities of people in my organization, right?

So it brings a different side of leadership, and I enjoy that part. I like to be in the hot seat in my company because every time I come out and say, "Hey, guess what? We're going $25 million next year." And they'll be like, "Oh, you just said $10 million last year, and now it's not even double. We're going to $25 million, right?"

And it also gives opportunities to people inside my organization to grow. Because if you're not growing and people are coming into your organization, they think that they will grow. And now you were like, "No, man, we're not growing." Well, guess what? Those good players will leave you someday. Because if you're not growing, that doesn't mean that people in the organization don't grow.

Anshul: So it's almost imperative for you to grow because the good players want to grow. And if you want to retain good players in your company, you got to grow. Otherwise, they will find a different place where they see themselves growing. That's why I want to grow. I do not want to lose my guys who want to grow, right? And I cannot give them more opportunity if I just keep the company where it is right now. They want to grow themselves.

Seth: So if you hit that $25 million goal, it sounds like what I'm hearing is it'll sort of make you level up as a leader. You'll kind of have to upsize your leadership ability and that kind of thing. But like, does that number mean something? Like, can you now do something as a result of having that? Or like, is the next number 50 million? Like, what is the underlying why behind growing to that level?

Anshul: I mean, don't get me wrong. I mean, I want to buy assets, right? I want to buy multifamily. I want to buy storage. I want to have passive income. All of that is so expensive. Last time I was looking at multifamily in Austin, that thing was like $8 million. Where am I going to get $8 million from, right? So I want to buy that thing. And if I want to, at least I should have $2 to $3 million cash lying around in order to go buy that multifamily.

So I'm a big asset guy. I want to go buy big assets. But those are not cheap. And I'm not a syndicator. I don't want to raise money. I just want to buy the whole thing all by myself because it's generational wealth, right? So that's the other side of the thing. I want to buy assets, keep them, and kind of produce generational wealth. And so I'm pretty much sure you're doing the same or on similar lines. But that's why I want to grow the company. I mean, I cannot think of buying those kinds of things with a $5 million revenue company or $10 million. Those things are expensive.

Ajay: Anshul, I feel like there's a subtopic here that I want to dive into just a little bit deeper as we're talking about the correlation between revenue and leadership. I've seen a lot of business owners come and go. They're on fire for a little bit, they cool off. And I've been spending more time in Scottsdale the past couple of months with people like Eric Klein, Andy Elliott, if you know any of those characters, and I've been in their offices.

And man, it's crazy. I mean, I'm in an office where a guy's taking $200 million in revenue, and he's in the middle of his bullpen helping his guys close deals. He's on the phones himself, right? That's Andy Elliott. People have mixed opinions on him. I think the guy's a killer.

The reason I'm bringing this up is because people hear, "Oh, you've got a team of 40 people." So many land investors come in, they hire one or two VAs and they're like, "Great, man, I'm scaled out of the business. Now, hopefully I take home a million dollars this year." Man, can you just, Anshul, please, please, for everybody listening who maybe doesn't quite understand why they're trying to build a business, who they need to become as a leader to actually hit a true seven figure. Revenue is a great metric, but like, how do we start bringing home hundreds of thousands, closer to a million dollars? Who do you need to be at that level? Does my question make sense there?

Anshul: Yeah. I mean, you have to be in a show business. And the problem with most of the investors are thinking they're business operators. They're in a tell business. "Go do this. Go do that. Go do this. Negotiate. Comp. Blah, blah, blah." They never take enough time to show people how to do it and how to do it in the right way and then show up for them every single day. So when they fall, they're ready to pick them up, put it back on track and keep going.

That takes a lot of time, tenacity, and leadership to do it. I've been doing this for seven years with my team. Every single day, we have a one-hour role-play call. 8:30, everybody got to be in that Zoom room and we role-play. And there is nobody else role-playing, man. I'm role-playing for everybody. I'm the buyer. Shoot whatever you got. You got complaints, you got objections, shoot at me. I got to respond to you.

Anshul: I want to put myself in that position before I ever get to imagine that somebody else can take my place. And the problem with many people is that they think that they can hire somebody to do their job. It was your freaking job in the first place to build that culture and you failed at it. And now you want to put people in those seats when it was supposed to be you at some point in time.

Now, don't take me wrong. I have done comps. I don't do comps anymore because I have taken time out, built the culture, built the skill set, built the people that they can do it for me. It's been a two-year journey. I don't know how many people want to do that. Or maybe people want to do that. I have no idea, but that's what it takes.

Now we have a culture. We have a comps academy inside. Like everybody knows how to do comps. It doesn't matter. $10,000 profit. All my six, seven, eight guys who know how to do comps can put a value for a subdivide. And it could be better than most of the investors know about subdivide. That's great. Right? How it happened? We have two workshops every week. We hop on a Zoom call for 90 minutes, twice a week, discussing comps. We get nerdy about comps. It's called comps workshop. It's on my calendar. Happens like clockwork.

Whether I'm there or not there, my lead guy, comp guy, will show everybody what mistakes they did in the entire week. Where did they do great? Where did they not do great? Fix that thing. And it happens like clockwork. That's what it takes to build a company. That's what it takes to build a company that you can think I can step out and somebody else can take over. But that takes a sign. And that takes a vision. You got to be very clear where you're going with this. Otherwise, you're not going to do it.

Because you will be fearing so many times. You will be like, "You know what? It doesn't work. I don't want to do it. Those people don't show up." That's the reason I took a world tour last year. I was in Philippines twice, Egypt twice, ended up in India twice because as soon as my mom knows that I'm in Egypt, she's like, "Get your ass over here in four hours!"

Ajay: Gotta love moms.

Anshul: She's like, "Okay, you coming over in four hours." I'm like, "Okay, understand. Give me some time." Been to the Cairo office for three months. And the reason I was doing that, because I was in the room, whiteboarding every single comp that my team was really facing trouble with. Now, are you ready to take the time out? I don't know. But maybe you are. If you truly want to build a company that works, not really without you, but in presence of you, but all by itself, right?

I don't want to build a company where it works without me. I want to be always part of the company, but I want to build something that people know and they can kind of take it forward from there. And then I see people like, "Man, I don't find comps guys." I'm like, "Hey, can you find a guy who knows English and knows math and knows how to get on Google Maps? Can you find a person?" "Yeah." I say, "Perfect. That's your comps guy. Hire that guy, spend 15 days and you will see the results." But many people are just looking for their comps guy and guess what? Those don't exist.

Seth: Any position in your company that was the hardest to fill or are they all fillable if you're just willing to put in the work to show people how to do it well?

Anshul: My position is the hardest to fill, but other than mine...

Seth: Why is that? Like what is it you can do that nobody else can? I mean probably a lot but I'm just curious what you're thinking.

Anshul: Yeah. I mean, even if you're running the show, there's a lot of different skill sets. There are high, high-paid skill sets that are hard to find in one person, right? Now we're talking about strategy, pricing, leadership, culture, right? You cannot hire a person for culture. That's what CEOs do. They bring culture in the company. So anyway, that's why it's hard to kind of find that person because there are different kinds of components that come in.

Anshul: But people, yeah, I mean, you know, we do a lot of negotiations on the phone. It's hard to find great people who can negotiate contracts for you on both sides. And so we took it in house. We have a training team. We train people again. We bring raw talent, train them. So they started negotiating and all that kind of stuff. Easy positions to fill in my opinion are like somebody looking at title for you, closing deals for you, meaning like coordinating with escrow officers, those deals are easily kind of found in the market as escrow officers, you know, title company, all that kind of stuff. I think the hard part is like negotiation, sales and that kind of stuff that takes a little bit longer time, and comps.

Seth: It almost sounds like you run a little bit of an education company because you spend so much time educating your people how to do the job, right? I mean, you might not think of it that way, but that's kind of what's going on as you're helping people learn how to do this kind of unique skill set, right?

Anshul: That's where I spend a good portion of my week. We have two sessions of a comps workshop, and then we have one session of subdivide workshop. So total we are spending about eight hours in a week just like comps and then we spend about two hours every day role playing or learning sales and all that kind of stuff and I try to be in most of them. So yes, half of my life in my company is just training people and just kind of getting better at it.

Seth: I know it's great man. You don't... yeah, you're trying to tell me everything that I do. That's a lot of training. But yeah, I think that's what it is, I guess.

Well, Anshul, seriously appreciate you taking the time to talk to us. I learned a lot. I'm sure a lot of people who are listening loved it. If somebody was just getting into the business today, would you have any words of wisdom for them? Anything they should know or just from your years of experience? What would you tell that crowd?

Anshul: Man, I don't have any words of wisdom. I'm not that kind of guy. I'm a guy who likes to just wake up every day and do my thing and just enjoy it and go to bed. Quite honest with you, that's how I define myself. But if you really want to do this, I mean, just be a practitioner yourself. Do not get carried away from what other people are saying because other people have so many different opinions about land business, how they want to scale everything. Just take things in your own hands. Whatever you're getting scared of – you're scared of talking to people? Get on the phone, have a conversation. You're scared of doing comps? Do more of it. Just be a practitioner yourself. You gotta be that person first before you can start outsourcing this stuff. Don't get too far ahead of yourself on day one. Just take things and don't get like if somebody's doing a million dollar – you don't have to do a million dollar on day one. It will not happen. Just give yourself some time, just get started though.

Ajay: I think, Anshul, you have dropped tons of wisdom bombs. You know, I think my favorite lesson, I've taken some notes even while we've been here. My favorite lesson in just talking to you is the work it actually takes to grow a real company. Again, I think so many people think they can hire two VAs and make a million bucks. And some do, right? I'm not going to pretend that nobody does. Maybe luck plays a piece there. Maybe it doesn't. But watching you, man. I don't think of you as lucky in the sense of, "Oh, yeah, Anshul got lucky." Like this guy put in the work and continues to every day and that'll always be your competitive advantage.

Anshul: I don't get bothered working. It's a weird thing and whoever wants to do this – if you're getting bothered showing up every day, you rather not do that thing. In my W2, I was that guy at 170K. I didn't like doing it. So whatever I do, as much as I do, I enjoy doing it. So find something – it might not be land and that's another thing. If you come into land and you don't like it, just go somewhere else. You're gonna do something else. Don't get yourself hostage to a business that you're not liking anymore.

Seth: So yeah, just enjoy. I love that story about you calling the 14 title companies. I think of all the coolest things I've ever done in my life, and a lot of them come back to situations like that, where I just didn't know when to quit. Totally different thing. Back when I used to be really into guitar, I would want to learn a song and I would just lock myself in my room and say, "I am not leaving this room until I know this song. I don't care how many hours it takes me. I'm going to get there today." Just like that kind of mindset of like, no one's going to stop me. I'm going to make this happen. And I think when you're hungry, it lends itself well to that because like, there's just no other way. You just have to get the job done. I love stories like that.

Anshul: Yeah, man. Hey, Seth, I want to say this though. Back in the days when I used to run into random videos, I did used to run into your videos. So I appreciate you. Seven, eight, nine years back, I have watched enough of your videos to appreciate that you have been a visionary back then and you are a visionary right now in the land space. It takes a lot to come out on the internet and present stuff in the way that you did. So I appreciate you. I have always looked up to people just like yourself in the land business. I think I can never be there where you are. You are in your own stratosphere, which you have built for yourself. And I think it's pretty awesome. I mean, I'm a business owner and I'm glad that people call me on these podcasts. That's the only way people probably know me. But the way you have presented yourself and put the content in a way – I mean, I think it's very fair to say that you set the standards when it comes to land business and how to put the content out there that is consumable by somebody like me who's starting the land journey on day one. Man, huge accolades to you. It takes a lot to be that kind of visionary when people were just kind of getting started in the land game.

Seth: Thanks so much. Appreciate you saying that. I'm glad I could have any part in helping you. I think that's the only reason I've been able to do it this long is like, I kind of love it. It's just a ton of fun for me. You know, it's kind of like what you do with the land business. It's like, you got to love it or you're never going to survive.

Anshul: Yeah. I mean, it was very clear that you are not doing this for nobody. You just having fun doing it, the way you get out the content. So it was fun. I remember AgentPro247 something like that. Those were the days back way back and I was so stupid at picking up filters and I was so tired and I went to YouTube and I found a video from you and that saved my hours and hours because that's my Achilles heel – I'm not good with data and finding filters. And you just solved my problem. And from that day, I got hooked. This guy knows so much more that I really need at this time. And so it helped me a lot.

Seth: That's really cool to hear. Thanks for telling me that.

Anshul: Yeah, man. Of course.

Seth: Well, Anshul, if people want to connect with you or reach out to you, you don't have to share anything. But if you want to, you're welcome to.

Anshul: Do not hit me up if you want to pick my brain. But yeah, you can hit me on Facebook or whatever. I'm on Facebook. So you can message me and that kind of stuff, or Instagram, TheLandDude. You can message me there.

Seth: Sounds good. Well, thanks again, Anshul. It's great to talk to you. Great to get to know you better. Hopefully we'll connect at some point in the next year or so. It'll be great to see you at one of these conferences out there.

Anshul: Yes, sir. I can't wait to see you in person.

Ajay: You bet. Thanks, brother.

Seth: And if anybody wants to see the show notes again, retipster.com/217. And we'll talk to you next time.