Posted on: May 31, 2021
WI 699 | Effective Partnership


Partnerships can sometimes be a slippery slope. But when you find the “right” partner, it’s easy to achieve explosive success in your business quickly.

Discover the secrets to building an effective partnership with Pete de Best, co-founder of Tarek Buys Houses, LLC and the President of US Lending Network, Inc. Along with his business partner, Tarek El Moussa, star of the HGTV hit series “Flip or Flop”, Pete founded Tarek Buys Houses, LLC, a real estate house flipping (and wholesaling) company based out of Anaheim, CA.

Pete talks about how he and Tarek met, what their partnership looks like, and the many mistakes they made when first starting out in the business. He reveals all the dos and don’ts of an effective partnership and why so many partnerships fail.

Join in and discover the secrets to building an effective partnership that actually works and learn how to fast-track your success in the real estate wholesaling business.

Genius Insights – An Inside Look At An 8-Figure Real Estate Business

Partnerships can sometimes be a slippery slope. But when you find the “right” partner, it’s easy to achieve explosive success in your business quickly.

Episode Transcription

Happy Memorial Day. This is a very important day in this country’s history and I want to take a moment here to thank all the men and women who have served this great nation fighting for our freedoms. Thank you for that. To celebrate Memorial Day here at the show, we wanted to do something special for you. As you know, Wholesaling Inc is home to some of the best real estate coaching programs in the industry bar none. There’s no competition. A big part of that, and you probably already know this if you’ve been reading, it’s because of our student-first mentality. Our focus is to get you massive results regardless of which program and coach you choose to work with. We are obsessed with our students and getting them results.

You could see it on a reviews page and all of the people that we continue to work with and help on a daily basis. What we wanted to do to celebrate Memorial Day is offer you a massive discount on any one of our coaching programs, which consists of Brent Daniel’s TTP Cold Calling Program. There’s also the Wholesaling Business Blueprint, which is Rafael Cortez’s program. Also, Lauren Hardy’s Virtual Investing Mastery Program, there is Chris Arnold’s REI Radio Program and The Land Sharks Program, Brent Bowers teaching you how to make money with land. Our newest product entry, which is Chris Craddock’s REI Revive which is teaching you how to monetize dead leads sitting in your database. All you have to do to take advantage of this incredible offer is go to, choose the program that you’re interested in and schedule a call with our team.

You got to do it before midnight to claim your discount on the program that you choose. You don’t have to join by midnight, but you do have to schedule a call with us before midnight. When we speak with you, if you’re a good fit for the program that you are choosing, you will receive that massive discount off the tuition costs. If you’re interested in more than one program, that’s additional savings by bundling multiple programs as well. Think about which programs might make the most sense for you and where you are at right now in your wholesaling journey. When you’re scheduling, be sure to ask our team about our bundle offers. Let’s get into this episode.

I have Pete de Best on. He is a Cofounder of Tarek Buys Houses. I’ve gotten to know your team pretty well. I had to have you on the show as well. Pete, welcome to the show.

Lauren, I’m glad to be here. Thanks for having me.

I’m glad to have you. I’ve been working with your team. I did an episode with Tarek and it went well. I did an episode with Forrest. Is Forrest your Sales Director?

He’s the Director of Sales and Marketing. We never had that before. It’s such an important role because when you don’t have certain people, you end up doing it yourself. If you’re not that good at it, you want to find people that are better. I read that somewhere. “Put smart people around you and have them do things that you can do.” That’s what we did. We finally talk and I said, “We need to get somebody and we need to build these channels out because we want to grow. The only way you grow is you have to set up a plan to do that.”

The faster you can get to the trust factor, the quicker you can make a deal happen.

We said, “We need people.” If we can’t do it ourselves, we’ll hire somebody or we’ll get a consultant or whatnot, but we wanted to have it in-house and then grow that way because we don’t want to get a little bit bigger, we want to get a lot bigger. We see there’s still a lot of potential in this market, in any market that’s the key. Forrest was a great addition to our team. You had him on here before so you know he’s high energy. I love his attitude. You say, “Let’s do this,” and he says, “Done.” He gets it done. He jumps right on things, which is a good type of person to have, especially in that position.

If anyone who’s reading this hasn’t read the episode with Forrest. After that episode, a lot of the readers that are currently wholesaling homes all over the US submitted deals to Forrest and your company. You guys, I believe, bought some from that episode.

We love deals and opportunities. I’ve been buying houses since 1999. I’ve been doing this for a bit. Tarek and I teamed up in 2010. The first company we had was called Next Level Property Investments. We still have that company, but we have Tarek Buys Houses. It is more of a branded name because a lot of times, when you’re dealing with people, the trust factor is the main thing. That’s why people go to BBB, Better Business Bureau. They want to have all these trust signals. When you have a brand like we have with Tarek’s brands, Flip or Flop and Flipping 101, trust is a huge thing. There’s even a book by Stephen Covey Jr. called The Speed of Trust, but people want to deal with people they can trust.

The faster you can get to that trust factor, the quicker you can make a deal happen. Quite frankly, we have to be trustworthy because we have such a big brand. We’d be stupid to ruin that brand over one deal. That’s what our team tells people. Why would we want to ruin a multi-multimillion-dollar brand over a few thousand dollars? It doesn’t make sense. To us, that’s why the trust factor works. We didn’t change the name, but we started a separate company specifically with that name in the name Tarek Buys Houses because it’s such a unique name and it’s a very well-known name. That’s a little bit of the backstory on that.

You mentioned something that stuck with me. You surround yourself with smart people. It sounds like that might’ve been what Tarek did with you. I asked Tarek at the end of our interview, at one point, I said, “What is your recommendation for me? As a young entrepreneur, what would you recommend to them one thing I do to help me?” He said, “Get a strong number two, meaning somebody next to you that’s very strong and smart.” It sounds like you were Tarek’s number two.

The thing is, they always say, if you read anything anywhere, especially when you get in. When Tarek wanted to get into flipping, he didn’t have capital. He had the vision, but he didn’t have the money and I had the money. I own a mortgage company and I’ve been doing mortgage since 1996. Through the crash, I was going in and buying property. I bought a lot of properties from 2000 to 2004 or 2005. I stopped buying in California in 2003 because the prices didn’t make sense. Anybody that buys rental properties and I was buying a rental, I said, “What can I pay for it? What do I have to pay for it,” versus, “What is the rent?”

Why would I want to pay $600,000 for a property that rents for $2,500? I started buying in Texas and North Carolina, the states where it made sense. Not every market was correlated. Texas was in a bad market in 2005, meaning it was depressed and there were foreclosures. There was so much opportunity. You can pick up properties, duplexes and fourplexes for $100,000. This was unheard of because you were paying $600,000, $700,000, 800,000 for the same thing in California but the yield was so bad and the cap rates were horrible. Through the crash, my point is that I kept conservative in California. I stopped buying. If anything, I would probably then be selling in California around this because you want to buy low and sell high.

Going into 2010, I had a decent amount of cash. Tarek came to me and he said, “I want to start flipping, but I need you to back me. Let’s do what we could do here.” I had known Tarek since 2004. One thing I knew about him because I did his home loans, he had good credit. That was important for me because I didn’t want to team up with somebody that had bad credit because that would show that they don’t have good management of debt and financial responsibility. That’s super important because you’ve heard this story, going into any partnership I never wanted to do that because they always say a partnership is the hardest ship to sail.

I’m sure you’ve heard that. It’s hard because you have two people, two personalities. If you have to deal with two alpha personalities, you’re going to have a lot of this. For some reason, if we ever do get in arguments, this is the one good thing. That’s why if you do choose a partner, you want to choose the right one. You have to be able to resolve conflict quickly, we do, and be reasonable in every situation. You have to be reasonable and logical. Sometimes when you get angry, then logic and reason go away. Somehow that thing with both of us, because we both have hot tempers, but we both can get reasonable pretty quickly. That’s a good thing. Going into 2010, I had a decent amount of money that I had put to the side because you always have to have that.

WI 699 | Effective Partnership

Effective Partnership: If you do choose a partner, you want to choose the right one. You have to be able to resolve conflict quickly.


It’s a reserve. He didn’t have any and he said, “I’ll do all the sweat equity. I’ll go out there and I’ll look for the poppies. I’ll go to the auctions.” Auctions were a thing back then but they’re not so much a thing. They still are to some degree, but not in our markets. He needed cash. We went to an auction and the first one, he was able to bring some, but I bought a little bit more because I felt like you always want to bring extra. The adrenaline is what they have on to push up the prices. We brought a little bit extra and thankfully we did, because I didn’t bring that extra $10,000, we wouldn’t have got this first property that we bought.

Who knows? The rest of the history might be totally different because that first property is the one that they filmed. He didn’t even film it. A friend of ours, a mutual friend filmed the process because he thought it would be interesting. That footage along with the footage from the next house we did is what he used to present or pitch Flip or Flop way back when, which is funny. All these things had to fall into place for it to work. I’m trying to give a perspective without saying too much, but the question you might say was, “How much did you start with?” Everybody has a certain amount of money they start with and you have to have certain plans. I would always tell people, “If you don’t have a lot of money to start, you should probably wholesale because you don’t need necessarily cash because you’re assigning contracts.”

People do ask me a lot like, “How do I get into this or you find somebody?” I always say, “If you have a good deal, money will find you. If you find a deal that’s worth $1 million and you can get it for $500,000, you’ll find a way to make that deal happen.” That’s the ridiculous scenario. I’m saying, they’re not going to be that good. If you find something that has any meat on it and through all these networks through your network or whatnot, or through people, investors or flippers like ourselves, there’s always a way to move that deal. Tarek though, in his position, knew that I had some cash and I knew that he had super energy because he had been doing this with another group but they were spinning his wheels.

He was going to auctions, finding him all these properties like, “Look at all these deals. I’m finding these people and they’re not pulling the trigger. They’re too conservative. Let’s start buying some of these properties.” I said, “Let’s do it.” It started. It was just him. He brought on a friend because he was doing a lot of the calling then he brought in another friend. That’s how it started. He started with people that he knew that he could trust. He’s surrounded by people that he knew and that’s how he built his team because he knew right along that he didn’t want to do everything himself.

That’s one thing people might not do when they get into this business. They don’t think about how they want to structure it because you have to have a pretty solid plan or an idea of how to do it. Let’s say you had a separate job that you were doing and you’re doing that from 9:00 to 5:00, by doing something that’s involved wholesaling or flipping, how much time do you have available to do it? Depending on what time you’re in because it can take a long time to get going in certain markets. Back in the day in 2010, 2011, 2012, it’s easier because you’re just writing offers but these days you have to be more strategic because the pie is smaller to some degree because there’s so much more competition.

When the market is hot or like it is, let’s face it, the prices have gone up a lot in almost every market. I can’t think of the market’s words. It’s gone down lately. You have more competition and they’re fighting over less deals. You have to have a better plan, marketing and strategy. You can’t do the things in the past that don’t necessarily work now. A lot of stuff that worked in the past doesn’t work now like going out and working with agents and writing 50 offers a week. You always have to make offers. If you don’t make offers, you’re not going to get a deal, but that used to work better than it does now. You’re going after short sales and foreclosures, you scored better than it does now. Now almost all our deals are off-market.

You’ve touched on so many things. Something I’m very curious about is business partnerships. I get that question asked all the time, “How do you know if I should go into business with someone?” You mentioned that Tarek had good credit. You came in with the money and I imagine you came in with some business expertise that maybe you have given your experience.

If you have a good deal, money will find you.

When choosing a partner, you want to look at what compliments you and somebody who you can trust. You’ve seen the horror stories where one partner steals all this money or one partner gets into drugs or one partner does this. It’s super scary. That’s why I said, “I would deal with somebody that you know.” In my case because I had done home loans from, I’ve seen his credit many times. I knew that he has never missed a payment in his life on anything either. I also knew that before the market crashed, he sold all his real estate, which I thought was pretty intuitive because the first house he bought when we did a loan for it, he paid $750,000 or $800,000, somewhere in that range.

Maybe effectively, it was $800,000, but he did it with no commission being that he was an agent. It might’ve been $800,000 effective price, but he got it for $700,000 something. He turned down the road before the crash, he sold for $1 million to somebody that was 23. Subsequently, I remember looking at that property, 3 or 4 months later and it was already into foreclosure because that was right around the time. He got out of it right at the right time. I don’t know if it ever foreclosed because if you remember, a lot of people were able to stall that process. They got it bought. It was a real estate coach or something, but it died out. Maybe he was able to keep it from going to foreclosure.

You’ve raised a good point about Tarek’s decision-making skills. When you’re looking for a partner, you want to make sure you watch their decisions. That is a good one because there are some people right now that are aggressive on real estate.

You want a driver. If you’re not a driver, you want to work with a partner that’s a driver. Otherwise, you don’t go anywhere. I’m a driver to a certain degree, but Tarek’s like a driver on steroids. He’s willing to try. We find everything anything and everything, because we always say, “What’s the worst that can happen?” If it cost $10,000, $50,000, or $100,000, we always look at it as, “You divide it by two and divide it by two, two of us, our big partner, the IRS.” We always figure that it’s only going to cost us a quarter. We’ve done billboards and Post-it Notes where we hired a company to Post-it Notes on people’s doors and say, “We missed you. Give us a call. We’re interested in your property.” We thought that might work. It didn’t work so well but it was a good way to spend $5,000 or $10,000 and you learn. We sometimes learn expensive ways, but some things we do that we don’t think will work, will work. That’s the thing. You have to do a bunch of different things. You can’t always rest on one and you just have to try it. That’s a good thing. You got to constantly try new things.

It sounds like Tarek is the ideas person. Are you the one that’s more of the implementer?

Sometimes. Most of what I do is move money around. I moved money from here to there. We both have ideas. Sometimes, though, he has far-fetched things like pitching TV shows. That’s what I always say. Sometimes it drives me nuts, literally, but then I’m like, “If you don’t know that you can’t do something, then you can do anything.” The better way, the Henry Ford is, if you think you can or if you think you can’t, you’re right. He doesn’t look at barriers. It’s funny when I always say, “Four people are already doing it.” He goes, “I don’t care about competition,” but it’s competition. You do something better or you take something that somebody else is doing and tweak it a little bit and make it your own or make it better. If everybody company says, “Jeff Bezos would have never done Amazon.” He would have said, “There’s Walmart, there’s Target. They’re going online. Why would I want to do this silly online thing?” You’ve got to constantly understand that there is no competition. You have to figure out where you want to get to and how to do it.

It sounds like you’re an incredible critical thinker and you’re very good at analyzing investments. On a daily basis, where do you get your economic data? What books or publications? What is in your daily habits? What are you reading to get this information that is helping you make these critical decisions about what markets to move in and out of?

There are basics. I’m laughing at it because I don’t even know in Oklahoma that we did this, but the no-brainer ones are Home Depot and Target or new stores or new development is going because they spend a ton of money. You look where builders are building because they subscribed to these consultants that they pay millions. John Burns is a very high paid person.

WI 699 | Effective Partnership

Effective Partnership: When choosing a partner. So you want to look at somebody who complements you and somebody you can trust.


Do you read? He comes out with reports?

I’m part of a group that meets quarterly and they provide all this data. It’s the Real Estate Research Council. Every quarter, we get tons of data from every source. The one thing that I always laugh because every time I say, “I always know when it’s raining because I go outside and I get wet.” A lot of times the data tells you where you’re at but not where you’re going to be. It’s bad at forecasting. I’ve looked at it. These reports are huge and the data in these reports is a lot, imagine that’s a lot of money. We’re not even able to share this information. It’s for eyes only because you have to pay to be in the group.

There are some big people that are in this group. The one that’s the most interesting and the one that predicts the crashes from what I’ve seen, this is a little spoiler here. It holds true if you think about it. I tipped on this before. When you look at a disparity between the rents and the value and you see that widening too much, then you know there’s going to be a correction. As I said, “Never buy something you can’t write your way out of,” but you have to adjust it for inflation. If you go back in time and you look at what happened, there was a big gap from the price somebody would pay versus what they’d rent it for it.

It was huge. A $750,000 house in California was renting for $2,500. That same house though ironically is probably $950,000 because I sold the house years ago for $750,000, it’s $950,000. This is when I use the comparison and that probably rents for $4,500. One would say it’s getting closer, but at the rent, think about how much the rent has gone up versus the price has gone up. $750,000 didn’t go to $1,500. It went to $950,000. The rent though went from $2,500 to about $4,500. It’s gone up more than the value has gone up. You’ll see in Northern California where you had some of the bigger discrepancies of value versus rent, that’s where if I see any correction, I would think that there could be something in Northern California because the prices are so high.

Plus, you have situations where the reason there was such high demand was that the property tax rates, people couldn’t sell and buy their next-door neighbor because they bought their house for $400,000 now it’s worth $4 million and their property tax would go up infinite amount. You’re talking, it would go after the 2% increases, they’re probably paying $8,000 a year and they’d be paying $50,000 a year. They couldn’t do it. Now they’re able to do that where they can sell. Plus, people don’t need to live in that area. They can live and work through Zoom so they can live outside of the area, maybe go in 1 or 2 days a week. That to me would be one market they could have some softening to some degree, but we’ll see. There’s a lot of money up there.

When I look at what caused this, it would be when the rents get out of line. If the price has moved too fast relative to rent, then you would see a market that could correct. That’s the number one indicator. Number two is absorption. You look at how many houses aren’t for sale. I look at this all the time versus how many houses are listed. You look at markets and what’s pending. If you find that 3 houses are active and 15 houses pending and then there are 60 closes, that’s a great market. I remember back in 2005, you look at Newport Beach, there are 350 actives and there are 2 pending.

That tells you that it’s a bad market. You know there’s going to be some issues there. Anytime you see a buildup, that’s the common sense of supply versus demand. Any investor looks at that. That’s one of the last things that when you’re making a buying decision if you’re going to hold it, you’re looking at what are your comps right now. You look at what your holding period is because appraisals can only last for six months. You’re like, “Is this going to be a project that’s going to be over in six months?” How many times does somebody make a mistake where they based their decision on one comp, but it’s three months old and then that one comp is gone and then they go to sell or re-trade that property and then that comp is no longer valid.

If you’re not a driver, make sure you partner with someone who is. Otherwise, you won’t go anywhere.

That’s a huge mistake, but all bets are off right now because the market’s been so solid that when you see this price increase, appraisers are using a factor that there’s no supply and they’ll almost give it because usually appraisers always want a bracket. They want to take a high and a low and find the value in the middle. They don’t have to do that right now because it’s hard to do that when everything is higher than the last sale for the most part. It throws things off. That’s other data.

Absorption is something that is not touched on a lot. I flipped homes and I can think of any educator who had ever said to look into this when you’re picking a market.

It certainly needs to be part of your decision process. We canceled out of a deal. It was a condo in LA, but we were looking at it. There were six for sale and there was nothing that was sold. We’re like, “We’re going to be number seven.” To sell, we’re going to have to drop the price and that’s bad. That’s the final thing that you look at in that sub-market because you always go hyper-local and then you start going out. You look in the exact neighborhood, you want to be in the exact builder track on that year. That’s ideally your best data, then you start looking at things like functional obsolescence like, “What’s wrong with the house? Is it a three-bedroom, one-bath? Are there three bedrooms upstairs and no bathroom?” That’s functionally obsolescent. Obsolescent means it’s obsolete.

You look at economic or geographical obsolescence like, “Is it next door to a cell phone tower? Is it across the street from a church or from an elementary school?” Which you might say, “Somebody might have kids, but if they don’t have kids, you’re going to have a lot of traffic.” I don’t necessarily get out and lick and drive these properties. I did back in the day, but not lately. You know those types of things can make a property less desirable compared to another comp. Those are things that would be an adjustment in a negative. Those are things that we look at. I’m trying to answer all the analysis that goes in and our guys know it.

The beautiful thing is I’m not even involved in a lot of this because my team over the last several years, knows all this. They know it’s probably the same or better. I’m involved on those iffy ones that they’re not quite sure on a lot of times. Maybe sometimes, I will get involved with some that they might not want to buy and then we might want to justify the reason to do it. That happened. There was a deal that we were probably not going to do and then we ended up doing it and then it turned out to be an assignment for $56,000. That was almost the deal that we might’ve missed. I took a second set of eyes and said, “Let’s look at it this way.” We almost bought it as a short-term rental because it was in the right area to do that. We ultimately said, “If we can get this amount of money, then we’ll assign it. If we don’t, then we’ll keep it.” We had that kind of decision.

I do love your advice. You have a wealth of information. Tarek Buys Houses, you guys are still buying houses everywhere. Before we end, why don’t you tell us where you’re currently buying and how other wholesalers, if they have a contract in the area, they can submit their contract to you guys for review? What states are you buying in?

Oklahoma, for sure. OK is okay by us. Any of the Sun Belt. Does that sound like a broken record from probably everybody you’ve had on? The dumb reason is the weather’s better. Ironically, although we had a big freeze, we lost two months on a lot of our rehabs because of the weather. Because of this crazy freeze over in Texas and hit Oklahoma. Crews couldn’t work. If you buy in the North, in 3, 4 months, you can’t do much. Your construction is at a standstill. It’s probably hard to rent properties in negative 10, I’m assuming. I don’t know. I’m saying that might be hard.

WI 699 | Effective Partnership

Effective Partnership: What most wholesalers need to recognize is they want to make sure they’re dealing with the end buyer, not a daisy chain.


Texas, Georgia, Florida, Mississippi and certainly Oklahoma. I’d like to have 300 or 400 houses in specifically the Tulsa area. I like the Tulsa, Broken Arrow, Owasso. Those are the main ones. There are a few others around there, but generally, those because I feel like we have a decent team in that area and the team’s important to have. I liked North Carolina, the pickings are slim. The word’s out. I would probably be more of a flipper in Austin because the tax rate is so high in Texas, but there’s huge demand. There’s a lot of money going in Austin. A lot of businesses are going there because it’s a very business-friendly state, unlike California. That would be there. We’re buyers.

The thing that’s good that most wholesalers need to recognize is they want to make sure they’re dealing with the end buyer and not a daisy chainer because that’s the worst or somebody is not going to sell them back their own property, “I sold you this property, why are you trying to sell it back to me? Why am I getting an email from you?” That’s happened. People have to be careful about that, but we’re buying in those. Our buy box might be a little bit tighter than some because we know what we’re doing. We know what to look out for, but I’ve probably bought 70 deals from wholesalers. That’s a decent amount.

We never wholesale until 2000. Maybe 2019, but it never was a thing for us. We found that there was too much value in flipping but now with the fact that prices are so much more than the amount of risks that you have. When we had 50 projects going, think about that. In these markets, that’d be $40 million, $50 million. If the market turns, I don’t think it’s going to, but if it did. That’s why I look at it, but maybe I should look at the other way. If you have $50 million and it goes up 20%, that’s a glass half full half empty thing. The more comfortable we are on the market, the more open our buy box is and the better our crew and the efficiencies that we have would make it.

In some cases, even in California, we’re assigning deals because it might be a little bit out of our area. Meaning it would take us 40 minutes or an hour to get there for our contractors and we’d have to go outside. When you’re trying to find new contractors, it’s a little bit difficult because, in this market, it’s probably harder to find. It’s not impossible, it’s the amount of extra work. We hired a construction manager because you find people in your team that can help out. We said we need to have this person in-house. That’s how we did it because for us, like Tarek and I, or maybe our other guys, it’s not our highest and best use, but we know it’s valuable. These are the kinds of things that we’re doing.

If somebody has a deal, do you have an email address or somewhere that they submit it?

I’m sure we do and Forrest knows that one.

He gave it to us on the last one.

If somebody emails me, I’m I get a lot of emails there from everybody. I definitely have the wherewithal if somebody were to email me personally because, with time permitting, I like to give and help. If you help people get what they want and you’ll get what you want, that’s something that everybody should know. I love that expression. Everybody eats. You go to dinner and if you go with three or four people, everybody got to eat. Anytime we do deals, we make sure every party in that deal is better because of it.

If you help people get what they want, you’ll get what you want.

If somebody emails me, I will respond fairly quickly. We have a rapidly growing team. We’re trying to find the best people. I don’t know if we’re hiring. That’s something that Forrest probably tipped on. We have a location here in Anaheim. I’ve got probably about 10,000 square foot office. We own the building so we can make it as big as we need. It’s mixed-use. It’s a sweet deal that we bought a while back. We’re constantly growing our team with the right people. If you’re the wrong person, please don’t.

If you are interested in working with their team, you guys can email your resume and whatnot, too.

Our website, too,, there’s a careers section of it. That goes directly to Forrest. Anything that’s related to this, I would pass onto Forrest because he handles it. Some of these things, I got to do what I do and then I got to let people do what they do.

Pete, you were awesome. Thank you so much for coming. I hope that you’re able to do more deals with our audience by this episode. Thanks for reading to another episode. If you guys want to learn more about real estate investing and taking your business virtually, go to

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About Darrin Bentley

Top-producing business professional with 20+ years’ success in global finance, using financial expertise in delivering effective solutions.

Led credit and collections operations to process improvements in managing delinquent accounts, reducing day’s sales outstanding, motivating team members, and supporting sales staff.

Earned promotions and performance evaluations at the highest level for “substantially and consistently exceeding expectations.”

Praised by management as “invaluable,” “indispensable,” and “a major factor” in the company’s success, with “high energy, organizational abilities, drive, tireless enthusiasm, and sense of responsibility.”

Demonstrated expertise in:

  • Prioritizing & Time Management
  • Confident Decision-Making
  • Verbal & Written Communication
  • Persuasive Presentation Skills
  • Troubleshooting & Problem Solving
  • Time-Critical Multitasking
  • Staff Training & Supervision
  • Cost, Labor, & Time Savings
  • Profit & Efficiency Optimization

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