How Michael Gentile Rebuilt After Business Failure and Scaled Xalted Construction Group

Mike Hambright (00:00.44)
Everybody, welcome back to the show. Today I’m here with my buddy, Michael Gentile. We’re gonna be talking about scaling your systems, scaling your business ultimately, and the systems you need to do that, and a lot of other things from mindset to marketing to other things that allow you to scale your business.

He’s a unique guy a really good guy excited to have him here. So Michael welcome to the show. Thanks for having me Michael Yeah, you’re a unique guy. I don’t know where that came from. I just said he’s a unique guy. Yes, I guess so Yeah, we all like to think we’re a little unique Well, yeah hundred percent. We all have our own quirks. Yeah, I definitely have mine. That’s for sure We all do so I’m excited to talk about this you you you you have a an amazing story of building a big business Losing it all starting it again And I think a lot of people maybe haven’t lost at all But some people have been punched in the gut over the past few years and

And so I think the conversation about.

riding that roller coaster and coming back the second time even smarter than the first time. And yeah, we have to do right. Definitely a roller coaster. Not a fun one, but it’s a roller coaster. Yeah. But a lot of people get faced with that. And honestly, some things we’re going to talk about today, it’s because they don’t have those things in place. if you, you know, I like to think like if I, if I ever lost everything, I could come back faster than I did the first time because I made so many mistakes that I’ve learned from. I’m sure you have to. But before we jump into that, tell us a little bit about your background and what you do in real

Yeah, so I own a general contracting company called Xalted Construction Group and we primarily focus on commercial, multifamily, rehab, renovation, restoration projects for capital improvements, due diligence. Throughout the state of Texas, we will go to other states and we’re getting licensed through NASCLA right now, so we’ll eventually be in 16 states. My goal is to eventually be a national leader inside the space for multifamily and commercial.

Mike Hambright (01:47.776)
My background is I grew up in New York and grew up in an Italian American household. Family’s in the construction industry, so I’ve pretty much grew up around it my entire life. My father’s owned a landscape construction company for the last 40, 45 years.

And so I started off my construction industry working for him actually from roughly 18 years old until I was about 25, 26. And then I eventually moved to Texas, got into a multi-family construction, and the rest is history. Worked for another GC, and then.

Seven years ago. I started my first company and then last year or end of 24 Got into a very very fun business divorce and Then started up this company. Yeah, we’re off to the races in your grandfather’s business Would you say did you learn a systematic approach to business there or were they just some of those? Landscaping businesses from my experience are just they just hustle really hard and then some are run like a machine, know What it is business are the things you I’m sure there’s a lot you learned there. What?

What did you learn there? Yeah, so it was my father’s business and still is my father’s business probably the biggest thing I learned it was yes systems So he had some systems he had you know two different trucks out there And so there was a systematic approach that I viewed a lot of what I learned from my father though was I would say tenacity and persistence Yeah, like part of reason why I didn’t give up after the first

after the first business went down as hard as it did was I’ve never seen my father in 45 years.

Mike Hambright (03:28.492)
Back off and I’m not to say now being in business now for over 10 years like I could guarantee he had hard times Yeah, I just didn’t know about them. So that means he got through it. Somehow. He navigated those waters It wasn’t like hey, this is how you approach business and that’s not the way I learned from him A lot of it was just through through watching him on how he operated every single day. Yeah, also he’s a really great charismatic guy, so

I think a lot of how I approach relationships and how I develop and interact with people normally is just by watching him because he just he’ll he’ll bust everyone’s chops and everyone like he’s just a likable guy. Yeah. That persistence is a lot. It carries a lot of weight though because it’s really easy for people to give up today. 100 percent. think it’s everybody expects immediate gratification. I tried something one time and it didn’t work and they’re like so then it categorically does not work. It’s like well your approach didn’t work and giving up doesn’t help either. Right. Yeah.

That’s just not like I’m a little concerned with today’s youth because people just give up so quickly, you know Yeah, I know the mindset needs to be I’m gonna win or die. Yeah, and that’s There will be plenty of times a mentor of mine when I was in my 20s still mentor of mine today He said if there is a place in your mind where you will give up Business will take you there

And that’s a fact. If there’s something out there that you say, hey, I’m going to hang it up if this happens, get ready. That’s going to happen. So you have to put it in your mind that no matter what comes, there is a solution. No matter what problem, how big, how small, there’s a way to get around it. There’s somebody that knows how to do it. I think one of my favorite things whenever I’m in a really hard situation is I just go, someone’s been through this.

somebody like I’m not the first person in the United States or the world that has this problem that has gotten through it and succeeded

Mike Hambright (05:28.59)
I’m just not. I’m not Michael Jordan on my sixth NBA championship out of six. No, this is not a unique world. are basic problems a lot of times. Yeah. That’s one of the benefits of building, I think really two things, building a team because now it’s not just about you, it’s about the team. And also just being a part of a mastermind is just surrounding yourself with people that can pull you off the ledge because I kind of have this joke that I say all the time is like, we’re the type of folks that in the morning we’re like, want a 10X in.

I’m going to crush this today. And then by lunchtime, you’re like, I think I’m going shut it down. There’s definitely a lot of those days. But you just need what I’ve kind of found. Whenever I do something that doesn’t really work very well or we get punched in the nose, it’s like, I just need to sleep on it for a day. Or as I like to say, I need a margarita and things will become more clear. Honestly, a lot of times, if you could just go to bed and wake up the next day, most of the time.

If you just make it through the end. Most of the time you wake up the next day, yeah, the problem’s still there, but somehow or another the effect has diminished. Or whatever anxiety or whatever you were dealing with is usually.

been mitigated. Yeah. So I know you talk a lot about putting systems and processes in place to build your business. Maybe share some of your lessons learned from, I don’t know you want to share them from like having to start your business over or what you’re able to do differently or whatever perspective of just like the importance of having those things in place for your business. So I can give you basically a back and forth of like a business one, right? Which

Business one experienced rapid tremendous growth and even now business two is experiencing rapid tremendous growth. The difference between business one and business two is one, I didn’t know what I was doing. I just knew how to sell construction. I understood construction. I understood waterproofing. I understood client relationships, expectations and delivery.

Mike Hambright (07:38.071)
I had no systems. was literally creating them every single job. And I just was like, hey, my mindset on that one was, all right, I won this, I have to figure out how to deliver it because I don’t want to ruin my reputation. And so it was the thing that drove me was I just didn’t want to ruin my reputation. If someone trusted me with this half a million dollar renovation or a million dollar renovation or five million dollar renovation, it meant a lot to me. And so I figured it out.

On business number two, well, I knew everything that I failed with on business one. Scaling too quick, hiring the wrong people. That was probably my biggest problem was in business one, I went from zero employees to like 12 employees within, I don’t know, 12 months. There is nothing worse than having the wrong employees.

And there’s almost nothing that can fix it outside of firing the wrong employees and hiring the right ones. So in business number two, I was way more strategic. So one of my first processes that I developed was a system for how I’m going to hire people. I’m going to start with putting out a really clearly defined job description. Then I have five questions that I ask people on initial interviews. I typically get 50 resumes. I whittle it to 10. I only do 10 phone calls.

From the 10, I take four people to technical interviews. And then from the four people, I take one or two to a core values presentation. And that has been a absolute game changer. Actually, I took that from Natalie Dawson, and it has helped me tremendously. Fortunately for me, going from business one to business two, I had really good employees in business one. And when that business imploded,

the best ones called me and were like, hey, I would love to come work for you again. And so as opportunities have arose, I’ve been able to bring them in and it was a lot more seamless. But it’s been, it’s been more selective on when I’m going to hire somebody, why I’m going to hire somebody, expectations around what their role is, what they’re supposed to do, performance, all of that makes all the difference. And I guess when meeting with clients, you’re more like, well, this is our process. This is our system.

Mike Hambright (09:59.809)
for that versus like, we’ll do whatever you want, right? Yeah, so a lot of my conversations used to be, hey, I’ll do whatever you want. And now it’s, hey, this is what we’re going to do. Or hey, these are the next steps. my favorite is, hey, we’ve done this before. Here’s how we’ve approached it and the results we’ve gotten. And so that is a massive difference.

you obviously for you as an investor, I’m sure when I come to you and I go, yeah, we’ve done this 20 times. I’ve flipped 50 homes for invitation homes. I’ve done, you know, X amount of this one. That type of credibility over the last decade lends really, really well to people trusting me that, okay, hey, this process is gonna be different. And then also,

I’ve experienced it where I’ve even had to enhance, like even today. The things that exist today with artificial intelligence didn’t exist three years ago.

If you’re not implementing that today, I have to go learn it first. I have to understand it. And then I have to package it to a customer in a way that is palatable for them. Right. Right. A lot of people are just using artificial intelligence to write an email or, you know, they’re using company cam, but they’re not understanding like, hey, if it only matters to you and the customer can’t understand it or benefit from it, then it’s, it’s all for not just a waste. Yeah.

So I think the other thing is you always have to continuously learn. can’t just rely on what you did previously. New technologies are going to come up. New techniques are going to come up. And if you don’t adapt and change, then your systems will fall behind. I’ve experienced that just in the last year. Yeah, for sure. And I think this, you know, it’s an interesting time for AI, right? And it’s only going to get faster. But there’s some things that we’re doing now. And I’ve seen people that are like, hey, I want to slash my team. How do I eliminate all my employees?

Mike Hambright (11:55.425)
Like that’s not my mindset my team is tripled in the past year and I’m like, how do we I don’t want to triple it again But I’m like, how do I take this much larger team and do like 50x what we could ever do before? Things you know, and so just leverage the combination of people in tech is kind of where I see the opportunities for a lot of entrepreneurs Yeah, well the idea is you can’t your way to prosperity. No, right? No, that’s all yeah there Yeah, you can’t you can’t detract and then also and also proceed it’s

You have to continue to support, but for me it’s a productivity thing. You have great people. I have great people. Can Brian be 20 % more productive if there’s AI involved? Can Jordan be 30 % more productive?

And so for me, it’s, hey, I don’t need to scale back my team. If anything, my team as it stands can handle more volume based upon how much easier things are for us. So what it does do is it allows me to not hire as fast or hire as many because it does allow me to manage more projects and more transactions with the same amount of people. Which for a business, that equals profitability. But I wouldn’t, I’ve thought about that. I’m like, hey,

Oh, maybe you know, maybe it’s gonna take over accounting and it’s like I Don’t know that it’s there yet. Mm-hmm, and I don’t want to be the guy that figures it out on the bad side, right? I’ve been on my last business. I had that where I had the wrong accounting team They didn’t know what they were doing. We scaled too fast We went from 0 to 19 million and the person who was running all my books at that time Like, you know one of your failed one of my failures She was a 22 year old

out of college this is her first job she went from being an admin to running twenty million dollars in books okay did she fail or did i

Mike Hambright (13:54.337)
I did, because I didn’t recognize what I didn’t know. I didn’t know that, I’m burying this person. They’re not keeping up with it. Our books are not correct. And so that was a hard lesson for me to learn of, my gosh, our books are a mess right now. And then having to bring in a bunch of people to fix it took us over, I think, 13 months to actually get things fixed. Wow.

I don’t think that technology is going to change that. don’t think AI is at the point yet where you can just put on autopilot and just have no checks and balances. I think that’s a recipe for disaster. Yeah. But I think it’ll get close. It’ll help a lot in that area. For general bookkeeping, I think it’s not going to be offering world class tax advice anytime soon. Bookkeeping, it’ll get there pretty quick. That’s where it’ll start is some of the administrative stuff. Reconciliations.

can see like the program we use, Jonas Premier construct, they just rolled out AI reconciliation. So it’ll take a CSV file here and then your transactions here, it’ll match them. And they’ll tell you any discrepancies and then you can go in and fix them. It still needs a manual, it still needs a human interaction to make sure that it didn’t miss anything. Right. And so I think once again, that enhances my accounting staff. It doesn’t

It doesn’t negate the use of them. It just makes their job easier. It makes them more efficient.

Let’s talk about marketing a little bit and relationships. in your business, on the construction side and most of the stuff you do, and honestly, even for single family investors and other investors, relationships are critical. I think we’re in this age right now where people want to hide behind maybe AI, or they want to hide behind a keyboard, or we’re friends on social media. That doesn’t mean we’re friends in real life. But I people crave real relationships more than ever, personally. But I think in business,

Mike Hambright (15:55.137)
Like, people want to know who they’re working with, especially in, I think, in the construction and the real estate field. Like, they want to know that they’re working with people. And I you put a lot of effort into building relationships with people. So maybe share some of your thoughts on that. Yeah, I think that’s an area where AI is never going to take over. And it’s actually proven with AI-generated content. AI-generated content is underperforming human interaction like what we’re doing right now.

by far. For me though, everything is relational. I think treating people well in general, you just never know where relationships are going to go, or who you’re going to need or who’s going to need you down the road. So for me, relationships is the…

The primary reason why I was able to rescale so fast is because I kept a good reputation. I did write by people. And so people had trust that if they came to me, even though I had started a new umbrella, that they were going to receive the same interaction. They knew who they were dealing with. I haven’t changed as a person from one company to the other. And if anything, the one thing I’ve learned about relationships is in order to have a good relationship, you need to have vulnerability. People need to know you.

right not just like some fake highlight reel on Instagram or you know but hey I’ve failed

and being real about your failures actually creates relatability because nobody’s perfect. Yeah. And people feel comfortable with the fact that you’re comfortable discussing your wins, your failures and learning also from there. So a large majority of my my relationships, whether it be vendors, subcontractors, clients, you have to manage all of that. It’s not just the customers that matter. I think that’s where a lot of people in the construction field get sideways.

Mike Hambright (17:49.892)
Right, they don’t understand like hey your your subcontractor relationships are equally as important as your customer relationships This person gives you work this person executes the work. Yeah You know if you lose trust with all of your subcontractors, but you’re of trust with customers It won’t be long before your customer doesn’t trust you Yeah, so

and prospects, or I’ll call them prospects, but just treating everybody right and doing a good job of following up with everyone, even if they said no to you this time, because they’ll come back. All of our business circles are small worlds. There’s so many experiences that I have now, having been in this business for almost 20 years, I like.

I knew of somebody, but I never knew them. We had an okay relationship, somebody would say something bad about them or maybe me, I don’t know. I just didn’t take that by the horns. was like, look.

think he’s a good guy, whatever, whatever. And then all of sudden, it comes back around where we’re like really good friends over time. Or we find a way to do business together or whatever. You need to really be a farmer. think a lot of people just want to go straight to the harvest of everything. And it’s like you need to plant seeds for the future because that is your future. Yeah, I’ve had people that I have been friendly with for probably five or six years.

and we’ve threatened to do business with each other for about five or six years and one of these days it’s actually gonna happen but it becomes a running joke and listen eventually it does happen actually that I got been a part of the apartment Association of greater Dallas now for seven years as a business owner and

Mike Hambright (19:38.785)
A lot of my initial years was just donating towards PAC or towards sponsorships. In the last two years, I’ve been actively involved. And there’s a massive difference between sponsoring and being actively involved.

and when you’re actively involved, you’re actively building relationships and you’re showing people that, this matters to you. You actually have thoughts and value that you want to provide, not just from a monetary perspective, but to contribute to the overall group. And then from there, people then are like, you know, actually, hey, he’s more than just a donation. He’s actually a pretty good guy. you know what?

let’s grab a lunch, let’s understand. Some of them, actually, for me, I’ve gained some of our best future employees through that because people are now like, man, I like what you’ve put together and now that I know about you, your history, what you’ve done, your successes, your failures, I’d love to come work for you. Or, hey, let’s…

I want to introduce to this director of construction because I think that you could really mesh well with them.

couple hundred thousand dollars this year alone just off of relationships because of being involved and that’s where a lot of this comes play like we’re part of the apartment association of gray Dallas fwaa the Fort Worth apartment association the Texas apartment association national the i f a you know there’s so many or investor fuel rise up kings

Mike Hambright (21:19.074)
That’s a lot of relationships. it doesn’t take a crazy amount of effort, but it does take intentional effort. Just a little bit here, a little bit there, and just showing up consistently and authentically. How do you bridge spending time building relationships like that, which are for the future, and focus on the tasks at hand today? Because I know you’re a busy guy.

Well, burden, I just, burden the hand is worth two in the bush. So sometimes it does mean that you need to back off the lunch or reschedule. If somebody has something today, we are gonna address it today. All right, so like, I just did this with my guys this morning. We have two due diligence reports that we gotta get out. We have a three and five year CAPEX schedule that needs to get out. We have two exterior paint and carpentries that need to get out the door.

and a corridor paint. But then also, I’m here. So it’s understanding, what…

who needs to do what, who needs to go where, and then just dividing and conquering. And that’s where, honestly, having a really good staff that supports what I’m doing and understands the long-term vision, some of it has to do that. And then also, the other part of it is, the second I leave here, I understand what my responsibilities are, and I’m going to head back to the office because I need to review estimates and help my team review what they’ve done all day long and all day yesterday to make sure that we meet our deadlines. So it’s a balance.

Hey, by the way, you’re not gonna sleep Yeah, there’s like if you’re gonna start a business and if you’re going to you’re gonna get into this entrepreneurial life You have to recognize that sometimes you’re gonna work till midnight sometimes you’re gonna work till one in the morning because you have a 5 p.m. Close of business the next day and you need 10 hours today. So for me the balance is sometimes there is no balance You know, it’s hey, babe, you know, I’m gonna come home. I’m gonna play with the kids for two hours I’m gonna go back to the office

Mike Hambright (23:23.022)
I think that’s, yeah, there’s no good way around it. No balance sometimes is the reality.

Talk about just the mindset for growth and wanting that like what a little bit about what drives you but for a lot of entrepreneurs they get You know I think of kiyosaki’s cashflow quadrant a lot of people get stuck in that lower left box Which is their self-employed so they get into they become an entrepreneur because they were unhappy working for somebody else ultimately Yep, they think it’s easier than it is. It’s always harder, right? Yeah, not easy, but a lot of people say they’re gonna grow and they’re gonna grow but they get to a point to where

They get stuck, and they’re just self-employed. They’re in the business every day. And that’s, quite frankly, how most entrepreneurs are. They’re stuck there, right? And I’m not talking to the ones that say, I’m really comfortable here. I’m happy with this. They’re totally fine with that. But the ones that can’t seem to go forward, what do you think is blocking them? They’re probably, number one, they probably haven’t developed systems. In order to scale, you have to be able to train.

If you can’t train somebody to take over your tasks, you’re going to be self-employed forever. That’s it. Period. End of story. If you cannot articulate what you do, why you do it, to somebody else and get them to do it at 70 % of what you do, you have a job forever. And so for me, I understood that if I am going to grow and scale,

I need to hire, number one, mistake I did first time, hiring the cheapest employee possible because my budget for an employee is $45,000. Number one, you can’t hire a project manager today for $45,000. And number two, that guy that I hired for $45,000, he was never a project manager. As I used to say, it was a body in a shirt. And no, no, no.

Mike Hambright (25:21.55)
No hate to that person. reality was his name. The reality is he didn’t fail. Once again, I failed to train that person on what I needed. And so that’s where my own frustration came in of like, man, this guy’s not getting it. How come they don’t just know to talk to the customer and say this or say that? It’s like, did you train them? Did you model? Did you mimic? Did they master it? Do you have a system for it? What your onboarding look like?

Does a person have onboarding? How do you teach somebody your systems and your processes? How do they learn CompanyCam? How do they learn ProEst? How do they learn Jonas Premier Construct? How do they learn how to interface with clients? Somebody has to create a process of not only what to do in the business, but then how to transfer knowledge from the top person to the newest person.

And so that to me has been one of the biggest game changers for me is and then also if you’re if you’re struggling with hey I want to get to the next level that’s what you have to go do. Number one do you have a process that’s the start to is it a documented process. Three do you have a system for educating people on it. Right. And there’s tons of really cool stuff out there that like train you will take all your processes you can. It takes time.

You have to sit down. You have to create the slide decks. But that’s the difference between a company that does sub 3 million and a company that scales to 20 million. Yeah. I would argue that one of the most basic things you can do with AI right now is dictate and document a process.

and find gaps in your process. We’re doing a lot of that right now, sometimes I feel like I’m caveman with laser gun. But that’s the easiest thing that AI can do. I feel like there’s some things that we’re doing that I think are.

Mike Hambright (27:18.23)
transformational. But I know there’s people that are doing way more than me. But there’s people that are doing none. There’s a lot that are doing none, a lot of business owners. And it’s like, if all you did is create SOPs and just ask it for like, what could I be missing here? It’s pretty good about finding out, like, well, what do you do between this and this step? It’s like, yeah, good. I need to add that in and just keep adding and adding and adding. So I use, you know, I have not used TrainUl, I’ve heard good things, but I use Claude a lot. And I know Claude connects with Asana, which a lot of people use for project management.

task management and stuff like that. And so it could literally just take it from an AI tool and put it right into a project management tool. Yeah. So one of the things that I love about either ChatGPT or any of these is dictation. Sometimes what I’ll do is if I’m

thinking through a process and I don’t have it, will hop on chat GPT, I will click the record button and I’ll say, all right chat, I’m going to go talk through a process and I’m gonna go back and forth. I want you to organize my thoughts and then regurgitate it back to me in bullet points. And then I’ll just talk through a process.

And then I’ll get that process back. I’ll review it. And then I’ll go, OK, I missed this. And I make notes. I’ll print it out. I’ll make notes. And then I go back to ChatGPD. I’ll, hey, this is the actual process now. And then I’ll dictate it again. And then I’ll take it to my team. And I’ll say, OK, hey, guys, we need now the visuals to go to this outline. And it could be anything. It could be a credit card expense form, how to fill out a credit card expense form.

What used to now take me an hour, two hours, takes me 15 minutes. So long as you have, once again, it does take, I think the problem is a lot of people get analysis paralysis and they just don’t know where to start. And the idea is just what is the most important process that you have? Is it a sales process? Great, document that one first. Okay, then what’s the next one? And I think if you just get into a rhythm,

Mike Hambright (29:23.586)
of every time something comes up more than twice, create a process. You’ll be…

eons ahead of 90 % of the competition out there. Yeah. And then think then having a process to update the process is right. Because I think another thing that happens is a lot of times we document it. I’ve seen this in the past. We’ll document a process. It’s saved somewhere. whoever’s doing that job starts to modify and tweak the process, which is going to happen over time. But we don’t go back and update the SOP. It’s just like, oh, that’s outdated. And so I think almost having a process to update your processes regularly, because there

constantly changing. Things have to be fluid. And once again, that’s the beauty of number one, starting a process and then rolling it out within three months. If you have great people within 90 days, somebody will make a better process.

If you don’t process it, then only one person becomes the high performer. And you’re like, man, how come this guy does it better? And then all of sudden, that person does all your Gantt charts. Why? Because you haven’t documented what that person does to be able to train everyone else on how to do Gantt charts. But that’s the difference is guys don’t think that way, or business owners don’t think that way. They’re like, well, he’s the Gantt chart guy. It’s like, no, he just has a better process.

document it so that you can then show everyone else what this guy’s doing. Yeah. Yeah. Yeah. But we’ve had a lot of that. Yeah, I’m sure. Yeah. Michael, you’ve been a part of Investor for a little while now. Would you mind just kind of sharing just a quick testimony on being a part of the group? Yeah. So I joined Investor Fuel eight months now. fall or something. Was that last fall?

Mike Hambright (31:14.414)
No, that’s spring. It was the spring of last year, I believe. I’m not recall. But I said I’ve been a part of the group. I thought one of the least six to eight months. And one of the things I love about Investor Fuel is, number one, even though I’m adding value, I receive a ton of value. So one of the things that I came into Investor Fuel wanting to learn was I know a lot of my aspect of things.

construction, scaling a construction company. But my ultimate goal down the road was to become an investor. I want to own either multifamily or single family properties. And so for me, I felt like, I can be a part of this group and I can add value, but.

Selfishly I was like man I can get a lot of value like if I can get around my camp right and if I can get around the group as a whole like I can learn and I can glean from their experience and their failures so that as I go and become an investor I’m not having that issue and so I can’t tell you how many pages of notes I’ve taken at the investor fuel conferences where I’m like, man, I didn’t know that or wow, like is that like is that really how you scale a fix and flip business? I didn’t like

much like anything else, I didn’t realize how much goes into it. And I think that’s where being a part of the group, I can be like, man, you know what? All right, I gotta get my things together. I have to create processes. I have to learn from these guys. And then ultimately I have to start, but I have a group that I can go, hey, this is where I’ve started. This is my first step. Where do I go from here?

So I like the fact that I have a group of people that I can take my experience to and benefit them. But then also, man, you guys know so much about cap rates and OIL. It’s all like, almost like…

Mike Hambright (33:00.748)
These guys know what they’re talking about, and I can take that and run with it. It’s been awesome. appreciate that. I appreciate you being a giver. mean, that is how it works. It’s a give and take relationship, right? For sure. Yeah, so awesome. Well, Michael, I appreciate you coming down and joining us today. If folks want to connect with you, where do they go to learn more? You can connect with us at xaltedcg.com. You can also find me on all platforms at Michael S. Gentile.

But on Instagram, TikTok, LinkedIn, connect with us, follow our content. And if you’re an investor, I would say definitely reach out to us, 469-867-1345. And we’d love to do your next due diligence walk and walk you through the construction aspect of buying a property. Awesome. Good stuff.

Thanks, my friend. Good to see you. Likewise. Thank you. Everybody, thanks for joining us today. At the end of the day, think you need to surround yourself with people that are going to help you get to the next level. But putting in place the right systems and processes, surrounding yourself with the right people is key to your growth. If you feel like you’re stuck, then give us a call at Investor Fuel. We’d love to talk a little bit more about how to help you get unstuck and how to surround yourself with people like Michael and lots of other great people in our group. So appreciate you a bunch. We’ll see you on the next show.