Posted on: April 22, 2020
WI 411 | Business Growth


For many real estate entrepreneurs, finding and hiring the right people is a massive and challenging task. If not done right, it can also be very stressful, highly frustrating, and just downright costly.

The good news? There are time-tested and scientifically validated methods that can help you eliminate the guesswork of hiring and that’s what today’s brilliant guest will talk about!

John Pyke is America’s leading authority when it comes to finding top-performing people using a scientifically-proven and time-tested process. What’s even impressive? His process has an unprecedented 80 to 90 percent success rate!

Apart from being an award-winning hiring expert, John is also a consultant and professional speaker. He is also the author of the international bestseller “The Talent Genius: How the Top 1% of Realtors Build World-Class Teams.”

If you’d like to find (and hire) the best people, shorten hiring time, and dramatically reduce those costly turnovers, this episode is exactly what you need to hear!

Using Science To Explode Your Business Growth With John Pyke

Episode Transcription

I am very excited about this topic because this topic changed my business. To set precedents on why you want to read this blog, we’re talking about how to eliminate the guesswork of hiring via actual science. Let me throw this out there. How would you like to quadruple your success rate when it comes to hiring? Most people who are hiring statistically know this. They get it right about 1 out of 5 times. That’s a 20% success rate when hiring. That means they’re making a mistake the other four times, but there’s a way to go from 20% to 80%.

My good friend John Pyke, who has also been a huge help in my business over the last few years, is our guest. He is known as The Talent Genius. He is the guy you go to for hiring. There are a lot of us around the country that utilize him and what he does. John Pyke, my long-term friend, welcome to the show.

Thank you, Chris. It’s a pleasure to be here.

Tell us a little bit about you and your background.

Perhaps the most relevant from a context point of view as it relates to hiring is that very early in my career, I had the privilege of working for one of the largest sales training companies in the world. In fact, 85% of the Fortune 500 use this company because they were the 800-pound gorilla, the least risk vendor. Nobody ever got fired for using them. They pioneered the skills-based training industry back in the early ’60s. It’s the old Professional Selling Skills program.

Just a real quick story. In my first year, I was very fortunate. I worked hard. I sold more than anybody in the history of the company. In the second year, I was number three in the entire company, but I had a crisis of conscience. Let me explain what happened. What I realized, to my shock, was that in this training company which is considered to be the crown jewel and the best in the world, after the training, the high performers continued to be high performers and the low performers continued to be low performers. Simply put, there was no direct causal link between the training and an increase in sales.

Being the type of values-based person I am, I couldn’t in good conscience continue to represent and sell for that company even though I was on a trajectory and had a very good success path with this company. I left the company. I resigned. It shocked everybody. I moved to Greensboro, North Carolina, where the North American headquarters is for the Center for Creative Leadership to try to figure out, “Why is it that some people consistently sell 80%?” It’s like the 20/80 rule. 20% of the salespeople consistently sell 80% of the total sales revenue at almost every company globally. That took me on a journey that’s been an incredible ride. It’s been awesome.

I’m ready to break this apart and get down to the meat of what you have taught me over the years, which has shifted my entire thinking and understanding of the hiring process. John, you know as I do, hiring is one of the biggest challenges and hardest things to learn in business. When people ask me, “Chris, what was difficult for you to learn in business?”

WI 411 | Business Growth

Business Growth: You can have the highest confidence this process works because it’s based on science and analytics.


It was about how to hire the right people. On top of that, how to keep them, which we’ll probably touch on a little bit. If you’re ready to hop in, I am and I’d like to kick off with the first question. Here’s the question. John, why do most companies only achieve a fraction of their full potential? Why is that?

Most of the people reading are a high D. I’m going to go fast. I’ve got a lot of good content. I’m going to keep it high level, but I’m going to give you some research because everything that I do is based on science and analytics. What that truly means is you can trust it implicitly. You can have the highest or the ultimate amount of confidence that this works and you’re going to find out why. Going back a while, the Royal Dutch Shell company did a massive study. They looked at companies that had lasted 100 years or longer to determine the best practices of why they have been able to withstand the pressures of wars, of the Great Depression.

Some of these companies changed their portfolios and industries 4 or 5 different times. A lot of that research is chronicled in a book called The Living Company. Here are the four biggest takeaways, reasons for success, value in human assets or valuing people, giving people autonomy and freedom versus a command and control environment, building community, camaraderie, esprit de corps and a focus on learning. Now, what they found in this study, Chris, was they were shocked to find that the life expectancy of these large companies, Fortune 500, was only 40 to 50 years of age.

When we take a look at the startups, new businesses now, after one year, 20% of businesses have closed. After their fifth year in operation, almost half of these companies, like you and I have started, closed. Tragically, a lot of these companies aren’t thriving. They’re barely getting by. What they found is that the majority of organizations only achieve a fraction of their potential and most of them are underachievers. Basically, from their research, they found this.

The reason is that the majority of these companies suffer from major learning disabilities. Now, in my humble opinion, based on all my experience in doing this for 30 years, one of the biggest areas of learning disabilities is hiring. Hiring is almost equivalent to throwing darts blindfolded. You have no idea when you’re sitting across the table if the person has the right sales DNA from a sales point of view to sell.

Most people are trying to figure that out in 1 to 2 interviews for 1 hour or 2. I’m like, “How in the world do you understand what’s in somebody, their values, what’s driven, how they’re wired just sitting across from them?” It’s taken me years, John, to get to know my wife.

The answer is that you cannot. That’s why there are so many business owners, entrepreneurs that throw their hands up out of frustration. That 20% if you have batted 0 for 4 and the 20% that A-player for sales is your fifth hire, that amount of stress and pressure and frustration and cash outlay is huge. A lot of people keep doing what they’re doing and aren’t able to truly leverage the power of a team. I want to share one example from before I started working in the real estate industry many years ago.

One company which I started working with is called PSS World Medical or Physician Sales & Service. They had a sales growth seven times their industry standard and were selected as one of the Top 10 Sales Forces in the country by Sales & Marketing Magazine. Why? It’s because they implemented the types of things that we’re talking about here now. Steve Jobs once said that a small team of A-plus players can run circles around a giant team of B and C players.”

The most critical thing on Steve Job’s mind was finding the best talent.

This was later in his career. At the very beginning of his career, he was asked, “As you’re cofounding Apple, what’s the single most important thing that is on your mind?” He said, “Finding the best talent.” That’s it. One of the things I think that is probably important to mention is that I’ve worked in the real estate industry almost exclusively over the last decade. Over that time, I’ve helped hire a coach or assess over a million people. Chris, we had the fortune to meet at the first keynote presentation that I did when Barbara Corcoran from Shark Tank and Glenn Beck were at that Radio & Televisions Experts. Chris, you were the one that was instrumental in bringing me into the wholesale side of things because you diversified your company.

To sum that up, in our opinion, most companies aren’t achieving their full potential, just a fraction of it, because they don’t know how to successfully and consistently at a high level make the right choice on the right salespeople coming into the organization or for that fact, anyone of talent. Correct?

You’re right. Now, let me mention a statistic that is frightening. Over 100 years of research have found that if you’re using a personality instrument only or helping you with hirings like DISC or Myers-Briggs, it’s only marginally better than looking at their resume and making a hiring decision just looking at their resume without even meeting them. That should shake every business owner to his core. People are using personality assessments, which is okay, but they’re woefully inadequate in giving you assistance to help you make the best hire. Business owners are doing the best that they possibly can by the interview and maybe a DiSC profile or using Tony Robbins’ DISC Plus profile.

You’re going to miss 88% of what’s truly important and the information that you have to know is hidden below the surface. A great way to explain this is an iceberg. With an iceberg, you only see 12% above the surface. Eighty-eight percent of the mass of that iceberg is hidden. It’s below the waterline. In an interview, you’re able to see things like urgency, expressiveness, friendliness, etc., but you’re not able to see things like persistence, drive, initiative, handling rejection, the ability to quickly and easily build trust and rapport.

Chris, as you know, because you’re a student of this, it has to do with innate talent or how the brain is hardwired. We use a tool that is one of the most statistically validated tools in the world. The guy that created it was the frontrunner to win the Nobel Peace Prize for his contribution, but he died and you can’t be deceased and win the award. It’s an absolute game-changer because it tells us definitively, based on the brain’s hardwiring, what you naturally do well, not very well or not very well at all.

I can share with you emphatically after having trained almost 2 million salespeople over the last three decades, if they are not predisposed to sell, meaning they don’t have the right personality style. They don’t have the right motivation and drive and most important of all, they don’t have the right neural pathways in the brain. No matter how much you train and mentor and coach them, they’re only going to get a marginal lift.

Let me summarize what I hear you saying. That is the traditional interview process, as you say, utilizing the iceberg is going to give you a glimpse of the top 12% of that person, those qualities. Are they likable? Are they friendly, etc.? Below that, you have to assess. Not only that, you have to use the right assessment.

I think a lot of us are familiar with DISC. If you’re newer to real estate and haven’t heard of it, that’s simply a common behavioral style assessment given to candidates for a position. What John is saying is it’s not doing the trick. You need to utilize something like inner metrics, which, as you’ve taught me, is measuring and having three tests in one, which goes way beyond something like the DISC profile does.

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What’s Your Genius?: How The Best THINK For Success In The New Economy

Chris, it was interesting. You sent me a text. For the last decade, you have been one of the purest followers of this methodology and this science. You met somebody and had an interview. You thought this person was going to be an exception. Why don’t you pick it up from there in terms of telling the story?

I cheated the process. I thought that this person was going to be a good fit. Again, it wasn’t a major sales role. I bypassed the traditional way of assessing them and it didn’t take for about two or three weeks once all of, as you say, the back foot comes forward or the things that we couldn’t see on the surface getting to know this person. We wanted a plug-and-play. It seemed like an easy fit, but he had the background to do what we needed him to do.

I remember about two weeks into the process, two of my team members came in and went, “This is not the right fit.” That’s when I texted you. I was like, “The one time that I didn’t use the inner metrics and knew.” How long have we been doing this together, John? In the sense of me utilizing your service to do this?

It’s been at least eight years in 2022.

I did it one time and it came back to bite us. We have to fire that person and start over. It’s a lesson learned. Stick with the process.

I’m glad you brought up the point because this was an administrative person.

It wasn’t even sales. It was administrative.

The great thing about this is the concepts that I’m talking about here are universal. What applies to a director of operations applies to a disposition manager, the person that takes care of the transactions and all the admin, everything. It’s not only sales, although sales are the most important.

The more self-aware you are of your strengths and deficiencies, the better position you’re in to select a job that’s aligned with what you do best.

It is the most important, but we assess everyone in our company regardless of what position they’re going to, whether at an executive level or an entry-level. It doesn’t matter. We have to assess them. I have another question, John. What do you feel are two of the most important characteristics connected to peak performance?

Again, I’m going to rely on research. There was a seven-year research study done using the assessment that we use. What we did is we evaluated over 200,000 people in 23 countries for every position and industry from entry-level all the way up to CEO. What we’re asking is this, Chris and it’s perhaps the single most important question as it relates to performance and human capital. “Why do some people consistently achieve much greater success with less effort while the vast majority who worked as hard or maybe as intelligent, have a similar educational background or even working in the same environment achieve far less?”

The two common characteristics and the good news are that these can both be learned, which we call self-awareness and authenticity. Self-awareness means the more self-knowledge and self-insight I have over my strengths, my deficiencies, what I’m motivated by and my style, the better position I’m in to select a job or a position that’s tightly aligned with what I naturally do well or do best. The second characteristic is what we call authenticity. It’s interesting. From Latin into English, the word authentic means to create. When you and I are authentic in terms of how God has uniquely gifted and created us in terms of our talents, we’re in the best position to create the most significant and fulfilling life so that’s pretty significant.

You’re telling me that the two most important characteristics are I have self-awareness or we can call it my genius zone, my strengths or my weaknesses and not only do I understand that, but I also play to that. I stay in my lane because I understand who I am and don’t try to step out into roles or things that don’t fit my core competencies. Those are the two things that dictate success for people.

All of this research is documented in the book called What’s Your Genius? The forward is by Anthony Robbins. To your point, Chris, getting back to research. The Gallup organization did a massive research study and they found that only 11% of the world’s population spend most of their time in their area of strength. We wonder why employee engagement is a pandemic. It’s on the low side.

Most people don’t even know what they don’t know. They don’t know what their strengths are. There’s a tremendous amount of research. Once people know their strengths, the difference in increasing their performance is substantial. When we as business owners are able to identify and show people that they are in the zone, in their element or are exceptional in specific areas, the reciprocity and the psychic debt that takes place is second to none. It’s an absolute game-changer. Let me give you a quick example. We had a guy who was a former pastor. He never had one day of sales experience. He had some of the best profiles for sales I’ve ever seen and in a few years in real estate, he has driven $110 million worth of sales.

You’re telling me because that is the way that he’s wired. His brain wiring, what motivates them and his natural giftedness. You take someone that has that internally, you put them into a position that they might not have experience with and they’re going to thrive. That’s how important that piece is. Again, I think we understand this in the realm of sports.

We look at someone like LeBron James or Jordan or whoever. Let’s use basketball. There is a certain level of gifting that those individuals have. The same is true within an organization that if we understand people’s giftedness and understand that even before we hire them, it is what you’re talking about and not figure it out later. As we say, put the right person in the right seat and let them go.

WI 411 | Business Growth

Business Growth: We can look into the heart, soul, and mind of whether someone will be exceptional in sales.


Let me give you a quick true story. I competed against a guy in volleyball and basketball in high school by the name of Donovan Bailey when I was living in Canada. He was an average basketball player and volleyball player. He had a 48-inch vertical. Everything that he had was pretty much natural. One day, a track coach walked by when he was running up and down the court. He confronted him and he said, “I think you have an innate talent to run fast.”

Years later, I believe it was. After training with this track coach, he’s standing at the Atlanta Olympics in 1996, waiting for the gun to go off. He won the gold medal. He was the fastest human being on record in history. Up until that point, running wasn’t even on his radar screen. He didn’t explore it. Nothing. Somebody else saw something where he was in his element and in the zone. This guy ended up being the best in the world.

I’m watching our time here as we’re getting down into the meat of this. I’m listening and I’m going. Here’s what I understand that you’re saying. People are innately wired to succeed or not succeed in a particular setting, whether that’s, let’s say, from a performance standpoint. I’m not getting those people into my organization or making wrong decisions because I can’t see it and I need to be assessing doing that. The next question people are processing is like, “What is this assessment? Is this an inner metric?” If I want to step into this process of going from a 20% success rate to an 80% success rate, how do I do that? What are the beginning steps?

It’s very simple. The case of the kingdom is in having access to this proven science, these analytics. What we know from having done these millions of times is that there is what’s called sales DNA. The vast majority of the time, it’s identical regardless of its type of sales position. For example, the acquisition manager is going to be a higher D because it’s the thrill of the hunt.

D is for drivers. If someone’s not familiar, driver is ambitious, pioneering and strong.

They are very competitive and impatient, those types of things. The disposition manager who is going to be more consultative and relationship-oriented is going to have a lower or a moderate D score. There are some nuances that are going to differ, but for the most part, the core is the same. It’s in having access to this data that is the total game-changer. Let me mention a couple of reasons why this is important. As a business owner, you know the smaller your company, the more important it is to have great talent. There’s nowhere to hide, especially if you only have one acquisition manager. It rests on that person and on the owner to secure business.

You can’t afford to have a mediocre person. Now, someone once said, “Mediocre people always perform at their best.” You have to think about that for a minute, but maybe it’s not that they’re mediocre. It’s that they’re misplaced. They’re not in the right role. Here’s another one. How many times have you put somebody on a performance improvement plan and they miraculously turn around and start to become a consistent top performer? Ninety-nine percent of the time, they can’t do it.

As they say, “You can’t save a plant by over-watering it.”

As entrepreneurs, the single most important thing we need to protect is our confidence.

Here’s where the game-changer is. Every employer around every business owner is your competition. You’ve got these bigger companies that can offer six-figure salaries, great benefits, bonus packages and things. How do you possibly compete against that? Here is the game-changer. Because we can literally look into the heart and soul and the mind of whether someone’s going to be exceptional in sales, here’s the dialogue or the conversation. Chris, if you were the candidate, you took the assessment. We’ve never met. We’ve had no exchange or whatsoever.

I call you up and say, “Chris, we are beyond enthused at the fact that you’ve taken the time to complete the assessment and that you’re interested in working with us and here’s why. We’ve had over 150 people apply and your scores are in the top 3% of the best salespeople in the country. It’s not a matter of if you’re going to be successful. It’s a matter of how successful you can be with our help.”

You proceed to say something like this, “Which differentiates you from everybody else that they’ve ever interacted with. We are unlike any other organization that you’ve ever probably met. Instead of bringing you in for an interview and interrogating you for 55 minutes straight, then only giving you five minutes in the end to ask your questions, I want you to come prepared. As soon as the initial small talk has finished, I want you to ask questions because we know this. Where you work is one of the most important life decisions. We also know that a person’s self-confidence is most directly from their job, whether they’re the best at what they do, the worst or anything in between. We are going to allow you to come in for the first half an hour and ask questions and then we’ll ask you some questions. How does that sound?”

Now, I can guarantee you that nobody has ever had that said to them because everybody has locked in the fact that they drag their feet when it comes to hiring because they’ve made so many poor mistakes in the past. They drag their feet and call it being selective when it’s off-putting to the candidate. Here’s what the research tells us. Sixty percent of candidates that interview at a company have a bad experience, a negative experience.

Is there any wonder why? We dominate, put them under the bright lights, and interrogate them. Here’s the more disturbing part, 72% of that 60%, light you up on social media. It hurts your brand reputation. It hurts your reputation. We’ve had the lowest unemployment rate in history for years, so we’ve had a lot of no-shows and a lot of ghosting. This pretty much virtually eliminates it. I’ve had people say, “The reason I joined the company is because of the interview process and how you treated me along the way.”

What I want to talk about next, John and to simplify this, is my experience with you over the years doing this. I’m going to talk about it from an efficiency and an entrepreneur’s perspective. There are two ways in which we interact. Number one is we have candidates come in and even before we start an interview or we look at a resume, they take the assessment via the job posting that we put up. The great thing is we could have 2 or 300 people take that assessment and what makes my life so easy is, John, you filter through all those.

You say, “Chris, you had X amount of people come in. We are going to narrow it down and these are the 3, 4, 5 people you need to bring in.” I don’t know if you realize how much time that saves me. The other thing is, I’ll come and say, “Can you go find me this person I need?” You’ll go so far as in your services to locate the person, assess them and have them come on and be a right fit.

In my world of hiring, I feel like you’ve taken a lot of the weight off of our side to make this whole process a lot more efficient and a lot less painful, to be honest, when it comes to hiring. At this point, with those years, I can’t imagine how many candidates you and I have chopped up psychologically and scientifically to determine if they’re the right fit. You and I have had some home runs together on some of the hires, particularly around the sales side.

WI 411 | Business Growth

The Talent Genius: How The Top 1% of Realtors Build World-Class Teams

If you don’t mind sharing, Chris, what was the acquisition manager that crushed it? I believe he was the very first acquisition manager.

He was one of the first ones we got. I think you and I were doing the math and he was doing close to $1 million, if not more, in revenue by himself on the wholesale side. That dude was a beast and an absolute bulldog, but you called it via that assessment. You knew even before we hired him how strong he was when it came to sales. John, as we’re starting to wrap up here, what are the last 1 to 2 things that you want to leave with the audience? We’ll talk about how they might reach out if they’ve got more questions but bring them home. You’ve laid out a great framework, but what are the last 1 to 2 things?

The last thing is getting back to that research. We’re valuing people. Most people unanimously will say, “People are most our important asset.” In terms of how much time, effort and money they spend on it, you can value how someone spends their time by how they spend their time and how they spend their money. Now, the good news is that there’s a time-tested, scientifically proven and validated way by using these analytics where you can eliminate a vast majority of that costly, frustrating guesswork.

You can almost eliminate how many times a person comes in and in the first 30 seconds, you know, “How do I be respectful and cut this short because this person doesn’t have a prayer?” The efficiency you can gain, somebody once said, “There are two challenges to every organization, sales and everything else.” What happens is as entrepreneurs, your confidence takes such a hit when you have a track record of making poor highs. It’s so disruptive and so costly to the organization.

I was looking up a quote that I came across at the end of 2021 that I liked. There are two of them. It says, “It’s not the big that eat the small. It’s the fast that eats the slow.” Think about that for a minute. You can literally mow the lawn of all these big companies around you because you have the ability to look in with this science and say, “This person is exceptional. We need to fast-track them. We need to call them right away and bring them in.”

Another one that I like is by Dan Sullivan. He says, “As entrepreneurs, the single most important thing we need to protect is not our bank account. It’s not even our reputation. It’s not even our network. It’s our confidence.” Chris, you know this to be true in terms of mindset. If you don’t have confidence, it is such a negative drag on almost everything you do. When it comes to people, achievement comes from the right people. No amount of time or expense can equal the value of the right people.

If you’re reading and you’re going, “I’ve struggled with this hiring process. My track record is not good. That’s why I reached out to you because I have a terrible track record for hiring. I realized I needed to have help.” John is someone that you might want to consider too. Again, I’m just telling you about my experience.

I’ve been utilizing them for years or you’re new to the game and you know nothing about hiring. You’re thinking about hiring your first acquisition manager or hiring your first assistant or your first transaction coordinator and you’re like, “I don’t even know where to begin.” I encourage people. I’m like, “You can trial and error it on your own, which is fine, or you can team up with someone like Pyke to be able to do that.” John, for those that are reading, if they want to reach out to you, learn more about the services you provide, where do they go?

The quality of your thinking will determine the quality of your future.

First of all, I’d like to give everybody the opportunity to have a copy of my number one international bestselling book in six countries. It’s called How The Top 1% of Realtors Build World-Class Teams. In fact, I had a consult with somebody who already had a copy of the book. He took the assessment and by learning more at a deeper level, he understands the significance. The penny was able to drop and he understands why this is so significant. Send an email to me at I’ll be happy to send you a PDF version of that. I think it will be very helpful. That’s one area.

Everybody likes a free giveaway. Email John and get a copy of the book. Thanks so much for providing that.

The one last thing that I’m going to leave with is this. This guy is considered to be the world’s leading authority on creativity, innovation and creative thought. He’s written over a hundred books that have been translated into 48 languages. He said, “The quality of your thinking will determine the quality of your future.” I know that this is something that is very foreign and very new to almost everybody that’s reading this but I can assure you, it’s backed by four decades of science. There’s nothing like it. There is an actual literal buy button in the brain that you can accelerate your sales more quickly and get more decisions in your favor based on this science. Part of that is in this book called Building Better Brands but I’ve been teaching it for over a decade.

Thank you so much. Again, there’s no question about how much I value you. I think you’re probably one of the vendors I’ve worked with longer. You changed vendors and work with people for 1 year or 2, but I’ve stuck with you for as long as I have because the value continues to be there. John, I have one other question. You don’t know I’m going to ask you this.

You and I met at a conference about radio. You’re not a real estate investor. You’re not a real estate agent. You are someone that comes in and supports us so that we can run better companies. Can I ask you your perspective on utilizing radio to find discounted properties and generate leads? You go to conferences everywhere. What’s your opinion on the value of radio versus all the other marketing that you’ve seen out there?

The thing about radio is the massive amount of reach that you have. It needs to be strategic in terms of the dynamics of the age group and the time of day that’s going to give you the maximum amount of listeners, but it can be extraordinarily powerful. It’s also perhaps one of the most cost-effective ways to get your message, your brand and being recognized in your specific local market. As business owners, we’re all looking where we are going to get the best return on our investment.

There are so many options, but radio is one the oldest mediums. It’s a medium that most people either don’t pay attention to or they’ve discounted because of its age and it’s not the latest, greatest shiny object in terms of technology. If you don’t use it, you’re doing yourself a disservice and I can say that from a lot of people that are using radio.

You know because you run in the circle where we met and we ran in on how many people were crushing it using radio. They saw it.

They stay with it year after year because it continues to be one of those parts of the stool that are indispensable as it relates to building your brand, name recognition and becoming an authority. That’s what it’s all about now. You have to have an authentic voice and radio is one of those gems that allow you to do that in a massive way in terms of broad reach or pennies on the dollar.

Wrapping up, we coach radio. That’s one of the big values that my team has brought to the Wholesaling Inc community and we’ve seen a lot of success with it. As always, if you got questions, you’re trying to figure out what you’re going to do to drive marketing, particularly now, we’re still going strong on radio and we will not back off because it works. Go to, and book a call. See if your market’s open. As always, I encourage you to start with questions. Make sure it’s the right fit. John Pyke, I got so much respect for you. I love the friendship we’ve developed over the years and you brought it in this episode. Thank you so much for your time.

It’s my pleasure. Thanks for having me as a guest.

We’ll catch you next time.

It sounds great. See you.


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About Chris Arnold

WI 908 | Wholetailing

Chris Arnold is a 15-year Real Estate veteran who has closed over 2500 single-family real estate transactions in the DFW metroplex. Chris is the founder of multiple companies that are managed by a US virtual team, which allows Chris to run his organizations while living in Tulum, Mexico full time. His passion for leaders has led to the creation of Multipliers brotherhood which serves the top 5% of real estate entrepreneurs out of the US. Most recently Chris has launched his REI Radio coaching program. This program is designed to teach real estate investors the marketing stream that everyone knows about but NO ONE is doing!


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