Casey Ames shares the system that he uses to make sure his wholesaling business is organized and running smoothly.
Casey Ames has a strong heart for the Lord, a luxury Home builder, multi-family Developer, SFH developer. He runs a large wholesale outfit averaging over 100 per year. A mentor and has been in the Real Estate business for 5 years.
Taylor Jene Homes builds high-quality homes and renovated older homes with care and a spirit of revival. No matter if starting from bare land or existing structure, President and founder Casey Ames ponders possibilities, develops and embraces a vision, and delivers excellence with quality and creative design.
Constantly improving on processes along with the use of technology and systems, Taylor Jene Homes empowers its crews to execute plans with clarity. Add in the singular focus of subcontractors and trades, city and county officials, professional engineers, and others to do what they do best within the project plan, a well-orchestrated collaboration results in remarkable home and new development creations.
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Jay Conner:
One thing that you are big on and you just alluded to it and that is having systems in place. So how about share with us. What are some of those systems that you have in place that keep your machine finally oil and grease and running smoothly?
Casey Ames:
I would say the majority that we run so lean, so there’s in those company like tailored-gene homes, that company has a lot of integrated systems into it. There’s a lot of automation, there’s a lot of passing the torch. And so you got to be real clean with that. My wholesaling business is at the point where we’re just kind of monitoring right now. We’re not trying to outgrow our bridges or not trying to do 200 a year. We’re just trying to stay consistent. So most of the systems are designed for quality control. So how was the lead addressed when it came in? Was it a quick response time? If it was a quick response time, what was the initial conversation like? What is the motive? What is the motivation that’s always been my key pillar, if you will, of how to get a deal done is you find out what the true motivation is of the deal.
And you make sure it works for both parties and you find out how to do that. So it’s a problem that you can solve. So training the people that are talking to the leads making sure they’re touching on motivation, making sure they’re touching on why this is a good fit, why the cash offer is a good fit, touching on closing, things like that. And then we just have our criteria in there and those calls are recorded. And then if anyone goes through those if there’s, let’s say there’s a consistent lag time, we can often go back in and listen to those recordings, which we have a person to do. And she’ll listen to those recordings and if they’re missing something, then it triggers to the next, which is usually me. And like I said, we run so lean. I’m typically not involved in the day-to-day stuff, but this is with acquisition. For me, it’s the difference, it could be the difference 20, 30 grand. And so we want to handle that with kid gloves. And so if it’s a situation that we feel is not handled right, then it usually gets passed to me. And I butter it up as they say.
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