Bosson Cages, a weekly podcast that releases the origin stories of business owners and entrepreneurs as they become uncaged trailblazers in each episode.

Our host s.A.

Grant and guests construct narrative accounts of their collective business journeys and growth strategies, learn key success habits and how to stay motivated through failure, all while developing a boss and cage finds it. Break out of your cage and welcome our host, S.A.M.. Welcome back to Boston case Paul Cassell to make sure we have the founder and CEO of Cash Geek's, Dominic Felix, better known as Dom Aflex. What's going on, Dom? What's up, man? How are you today, man?

I'm good, I'm good. How long have we known each other as this is like middle school, like ninety two, three. You know, it's funny, but you say that, yeah, it's been about that time and and I wear this little kind of bracelet and has coordinates on it. And those are the coordinates of where Marisol and I met, which is crazy, Max.

It's classic middle school, middle school creeping up on a 30 year relationship and it's crazy and definitely so.

So give our viewers a little bit of it. But who are you? Dude, I'm just I'm just a developer, man. I'm just I'm just a persistent guy, you know? Yeah. I'm a I'm a real estate wholesaler. I've built a real estate wholesale team or we're up to about 16. We do a good number of real estate deals each and every month, probably biggest in our market by far. And, you know, real estate investor, entrepreneur.

And I'm just the guy who knows how to figure stuff out. Got your you know, problems are brought to me every day, each and every day. And it's very tough for people to see ways around the issues. And I just have a knack for just like pulling things together and figuring stuff out. And I think that's it's a blessing. I think that's what's helped me become a successful entrepreneur. Got it.

Got it. So, I mean, this is not your first such a first rodeo, right? I mean, you had another business before this one that you kind of grew and you sold or how did that one turn out?

I grew. Yeah, I grew and I sold it. So. Yeah, and there's a lot that goes along with that. But yeah, man, I mean, so basically I'm I'm a lawn maintenance call center. Basically, I've worked in call centers for four, seven years. I've always done extremely well in any job that I had my first call center job. I was a collections representative. Right. And I remember my first day starting as a collections rep.

I'm nervous, right? I get on the team. Everyone's like, listen, you know, take it easy. You're going to get on the phones. You're not going to to bonus your first month. You're not going to bonus your second month, you know, and you my bonus a month here and there. But you're going to have problems getting in contact with people and dealing with people and getting them to to trust you or pay you or whatever the case may be.

They really downplaying it, downplaying it. And the morale is was pretty horrible. So, you know, I just I got on the phones first month I bonus and then from the second month for the next three years straight and collections, I was always number one on the floor for for those three full years, right. Yeah. Then I transitioned to another position called retention. That's a retention sales position. People want to cancel their service with the company because they had a bad experience.

None of the calls were good. They were all horrible. And then if you convinced them to stay, then you get paid high commission and then they want me to double my salary. I was make like seventy grand a year. I make about thirty five grand a year in collections and about seventy grand a year in retention. You know, for conversion is almost the same thing to me. But it was, it was pretty challenging. It's pretty challenging.

I was able to save on average about sixty five percent of the people that came my way. And I think the requirement was to save about forty five percent and most people couldn't make the forty five percent. So in that position, I was about top three, I was the top three on the floor, four years for giving the least and making the most per transaction. So I was always giving these high offer value rewards which didn't give very much to the seller but paid me out a lot.

So that really just told me like in sales, it's really just just the people and how you talk to people, how you deal with them. It really very little little of it is is the product or what you're trying to achieve by going through sales. They need to trust. You know, they need to believe in you. They need to believe in the process.

So it sounds like you are a little bit of business ingenuity and obviously some Brooklyn hustle that right. I got the Brooklyn Hustle, man, you know, we don't have any choice in Brooklyn, you know, I mean, we had to go through it. So so basically I felt like at that point I was making 70 grand a year. And, you know, I was thinking about going into management. I'm like, shit, if I'm going to go into management, they make mid to upper 30s and take a huge pay cut.

So I kind of felt like I hit a brick wall. You know, I'm going to have to take a huge step down to to go into management and work my way up in the company and eventually get back to where I am and and pass where I am. And I kind of wanted to do something different that either kept my income the same or helped me to make more or give me the opportunity to progress. So I actually started a lawn maintenance company and then the lawn maintenance company.

Actually, I was able to get enough customers instead of like four to six weeks. That completely replaced my income in the call center. And then I started doing mortgage field services work, I started maintaining foreclosed homes for banks, and the cool thing about that was, you know, in Jacksonville, Florida, here, the typical grass cut, you have to pay like thirty or thirty five dollars to the grass cut crew to come and cut the grass for your house.

And with the bank owned properties, it was more like eighty to one hundred and thirty dollars per cut. So it's like triple or quadruple the income for doing those bank owned properties. So once I figured that out, man, I transitioned everything over to to all the bank owned work. And then it was it was tough to get those contracts. But once I got those contracts, then I started subcontracting that work. Got you. You know, before you know it, then within within about four or five years, dude, I'm in I'm in eight states.

I'm considered a regional player. The banks or the national companies that I worked for, they were they were national and I was more of a regional player on my way to becoming national. Nice. So what I didn't realize at the time, because I wasn't kind of this big kind of market overseer, I'm not playing the market or trying to figure out where the opportunities are. I kind of just fell into it, but I fell into it at the right time because it was twenty seven when we had the big market crash.

And, you know, real estate was upside down. There was tons of foreclosures and I was maintaining foreclosed homes for banks. So there was just a crap load of inventory and I was able to capitalize on that. One of the things I wasn't really prepared for because I grew it aggressively over the course of four or five years, like I said, in eight states, I had about twenty six employees at my at my highest, we were reckoning about five million a year.

But I wasn't prepared for the the economic recovery. I mean, it recovered aggressively and a lot of the inventory started going down. And once I started seeing that decline, I decided to figure something else out, which was real estate.

So this is this pull back a minute. So, I mean, coming from from Brooklyn, you end up in Florida. I mean, how did you even get into that that real estate game? I mean, obviously, you're more in the real estate wholesaling side, but before that, you were more in the market. Both of them are related to feeling like what did you decide to jump into that space?

So for some reason, I've always been attracted to real estate. I feel like anyone that I knew that had any kind of money always owned like multiple houses growing up in Brooklyn, the big money people that I kind of maybe knew directly, like someone's dad or someone's uncle or friend of a friend. Oh, this guy owns this house. He owns the other one down the block or another one. Another neighborhood now is like kind of respected that. And I always saw that anyone who had money just had multiple assets.

They had lots. And maybe that's just kind of what caught my eye. But that's kind of what I saw. So when I started making a good amount of money with my mortgage field services company, I started acquiring real estate. And when I started acquiring real estate, you know, you start keeping your eyes open a little bit more, you know, certain things start coming in your direction. And I started purchasing real estate a little bit cheaper from wholesalers, right?

Yeah. And I started to wonder, like the how are these properties this much cheaper than properties on the market. And they're really similar assets, like they're very similar. How are they getting them cheaper? And they figured out they're really marketing to sellers directly. Sellers are not going to them like they would go to a real estate agent to list their properties on the market or to sell them in this kind of way that attracts people to get the highest bidder.

They really they market to the sellers directly. And there's tons of tactics. And that's a that's a huge stressor episode. And so the market to the sellers directly. And then it's really this entirely different way to do sales. It's more like just a one on one, just me and tional haggling, you know, on a number. And then what that does is, you know, there's not five people in the mix and they're all getting the price up in the property.

Doesn't go to the highest bidder at that point. It's now similar to when we were younger and we were going to like the corner Christmas tree sales guy and my dad would haggle with that guy to give them nineteen bucks instead of twenty two bucks. It really feels very similar to that way of sales rather than the modern online submissions or realtors getting multiple parties to bid the prices up and stuff like that. So, you know, it's kind of always fascinated me.

So at the right time, you know, now I'm looking to get into another industry and I met, you know, a really bright wholesaler. And I had experience building and scaling a business. And when I decided to partner with the guy and then we decided to, I decided at that point, you know, time is. It's a transition out of my old company transition into this new company, and then I sold the old company to my operations manager.

Got you.

Got you. So, I mean, with that kind of business structure, I mean, do you still have some equity share in that business? Very small peaks, but I did, yes, I mean, I'm just saying, I mean this a what way doing. You still get a piece of the pie even though you're not even working anymore. That's definitely good business.

Yeah. I mean, you know, it was it was on a very aggressive decline. And I didn't have the whole multiple streams of income mindset at that time. I started when I was twenty six, never had a mentor, never really read books, wasn't around big money minded people to ever kind of get the exposure that people like us should get to kind of take your money, multiple streams of income, start something different, try to do it as early, as early or as at the right time as possible.

Just never had that exposure, which I do have now. So, yeah, I realize that. I mean, I think well, you could correct me if I'm wrong, but I'm being 10x right. I mean, that that's one of the people that I think you kind of delve into and kind of help you grow to where you are currently. Absolutely. Absolutely. Gotcha, gotcha. So, I mean, your business, you're talking about, you have a business partner.

I mean, how is that you? Most people, they want to run their business on their own. They want to have employees. How was it having a business partner?

I mean, it's cool, man, it's cool because as long as you can get yourself into the mindset of letting go of the vine on on certain things, and what I mean by that is, you know, you have these responsibilities and you're able to give it to someone that you trust that can do it as well as you can do it or as close to as well as you can do it so that you can go on in and maximize in other areas in the company.

It's almost like, you know, you can do more with more people than you can do by yourself. Definitely. Yeah. So he had the wholesale knowledge, which did bring a tremendous amount to the table and I had the scaling experience that brought a lot to the table for my part. And now I mean, I think we've been in business for right around three years and we just hired our six team members, knocked out about twenty one real estate deals last month.

And yeah, I mean, we're having some some really aggressive growth and a really good experience with it.

So I couldn't be happier. I could have met. I don't think people could really understand. I mean, you're talking about double digits possibly growing in the triple digits on a monthly basis. I mean, that that's that's your move and product. And, you know, I mean, how did you even find the rhythm to get into that? I mean, you're not doing in one month here. You're doing it pretty consistently. Yeah, thankfully, we're doing it consistently, any time I've ever any time, like in any part of my business experience, I've always wanted to learn about something that can add to my company.

I've always wanted to systemise it and then delegate it in every sense of the word. So even stuff that I'm doing right now. But for me, it bothers me to do any, you know, the same task over and over. It just bothers me. Once I find myself getting into that rhythm, I just document the process and I hand it off to somebody. It's very difficult for someone to be able to swallow that. Not everyone is able to do it.

That's why you might have some really strong real estate investors or real estate agents. And I mean, that's cool. And there's nothing against that. But they just don't want to trust someone else to do the job because they know that that person's not going to do it as well as they can. And I think what people that do on a scale should keep in mind that is that, you know, they're probably not going to do it as good as you can.

But if you can get someone to do 70, 80 percent of as well as you can, do you get two or three of those people, you're one hundred percent and now you have another, I don't know, two hundred and ten percent on top. You're still on top of that. That's just not I've always wanted to just put steps to whatever it is I'm doing, processes delegate. And the one thing that I started to do in my other companies that really gets a master is really put together leadership to then lead those roles that you're building.

And I'm trying to do that earlier this time. Gotcha.

Gotcha. Yeah, I'm really big on systems as well. So what kind of systems you guys have in place is more operational systems. You more day to day or you have a combination of both. We have a combination of both. Yeah, so, I mean, if we're talking about specific programs, type systems, then, yeah, I mean, we've got scrims to all that in. If anyone doesn't know what a CRM is, is basically like a database to hold all of your data.

And in the CRM, there's different applications that we use for our leads, for our acquisitions, for our properties and any kind of data that you can think of. And the cool thing about the CRM that we use, which is called Podio, by the way, is that it's it's totally customizable. Right. So we can get the right knowledge and and and the right kind of overview on how you want to talk to each other. You can develop in flows as to where you click a button.

It can calculate this number or it can drive information to another application, which is just it's just mind blowing to be. So I didn't I didn't have that in my company as well. So I think that's just part of what's going to help us get to the next level a lot quicker. Cool. So so you're saying the next level, I mean, obviously you're trying your last business. You know, you peaked above five million. What's the next level for you and the current status?

You know, I know that, you know, at one point in time when I first started seeing the decline on my first business or I started sensing or feeling it coming or feeling myself plateauing, I started talking to some higher level people that I knew about selling the company. They told me that, you know, you're at five million. Once you get to five million, it's going to be very tricky to get past that five million mark. There's something about that five million dollar mark, and that's just kind of what they told me.

I don't remember all the particulars, but I never had the experience to get past the five million dollar mark. So for me, the immediate next level would be 10 million. Got you. But the real ultimate next level would really more so be having a company that's, you know, that can operate exclusively without me. You. You're from from leadership and CEO and and all of that stuff.

I mean, you definitely got the right building blocks moving in the right direction. So the next question I have for you, you always hear about the 20 years it takes someone to be successful and it always seems to be perceived as an overnight success story. How long did it take you to get to where you are currently? So do so. So my first business, which started in May of 2007, I mean, we're in twenty twenty, so it's so it's 13 years and I'm still I'm still hungry.

I still feel like I haven't started, you know, so I mean, in my first experience, you know, they say it takes about five years for for a small business to become profitable. Luckily, I've become profitable a lot, a lot quicker than that. But I mean, it took me about five years to get to the level we're talking about. I think I think I bounced pretty quickly there. You know, if things kept going in the direction that I was able to bring it in with the market that we were in, I mean, who knows how much I could have taken advantage of that experience.

So it sounds like you fell into your niche early on. A lot of people, they kind of debelin dabble and it may take five, 10 years touching different business opportunities to even find their core niche. You found you was kind of right out the box, it seems like, and then you just grew it into what you're doing right now. Jane, it's funny because I kind of just wanted to replace my income and I realized once I started building a simple loan company, you just start realizing what you're truly capable of.

And you just got to keep your eyes open and try new things and continue to try to build. I remember one of my first feelings of accomplishment. It's very small thing, but it really influenced me a lot. And I tell a lot of people about it now, but I'm doing lawns and I just started getting into the bank owned properties and I'm still out there in the field. And I had one, two, three. I had three employees.

It was myself and three employees and a pickup truck with a trailer and lawn equipment and other kind of handyman equipment. And I was the boss, so I was the driver all the time or whatever the case may be. And then one day I just decided to sit in the back seat until one of my other guys drive so I can just kind of see if I can transition to make them take over the crew. Like if I got sick one day or one day, they can still go out and do work orders and stuff like that.

So I sat in the back seat and my hardest worker was this Hispanic dude from Texas. His name was Ali Papà. He called us up Ali Ali Baba because his son's name is Ali and he was the papa. Gotcha. So I sat in the back alley. Papa gets in the front driver's seat and he goes, looked at me. Weird is like, what's going on? I said, all, I'm going to let you drive today. I'm going to sit in the back and just kind of watch you guys wherever he goes.

You will do great things.

So so that kind of hit me, man. It was like, you know, it was kind of like told told me that it was the right move. And in most other small businesses are lawn maintenance businesses, pool maintenance businesses, handyman businesses, the bosses in the driver's seat driving and running the crew. And he just needs to be in charge every day, you know, and it just takes a bigger person to kind of hand that over and put trust into the system that you're putting together.

Oh, yeah, man, you got to delegate. Man, I definitely concur with that. So what's one thing you would have done differently to get to where you are a lot faster if you could do it all over again? It might sound harsh, man, but I mean, I I probably would have taken a lot less bullshit, probably would have put more of the right people in the right seats. I tend to I tend to want to give people chances more so than they deserve.

I probably would have paid more attention to getting the right people in the right seats instead of trusting. You know, I'm a big advocate of friends and family and I'll do a lot for friends and family. But I really, really have to be careful with onboarding the right people or certain people in certain positions that they're really not capable of doing. So it'd be more so of truly interviewing and assigning people to certain roles that should be in that role rather than someone that's a friend or someone that you trust with your kids.

But they're really not capable of doing what it is that you're assigned them to do. So I think if I were paid a lot closer attention to that early on, think I could have probably done even more in a short period of time than I've done. Wow.

So do you have any entrepreneurs in your family? I mean, I know you said you didn't have any mentors, but, you know, if you think back, you know, back when he was in middle school, back in high school in Brooklyn, were there anybody that was had like an extreme hustle that kind of inspired you to kind of take things out on your own? So so, yes, I did have an inspiration and some weird inspirations, probably.

I feel like it kind of indirectly has an impact on me, even though this person wasn't really in my life. So none of my family members were entrepreneurs. None of my friends were really entrepreneurs. It was kind of like I said, it's like someone's uncle or someone's father that, you know, you really don't know directly that that's successful. That's kind of impressive. But my real father, my biological father that died when he died when I was one years old, he was an entrepreneur.

Right. So there's always those stories to write. He was he started a printing company out of the house that I grew up in in Brooklyn. He started out at a room in the basement. Right. And then at one point in time, he started growing, getting so big that he moved that business into a building in Manhattan, kind of a one room little office push came to shove over the course of a couple of years. He's taken over the entire floor of that building.

And then he was aspiring to go to acquire a second and third floor in that building because he was growing so aggressively. He's one of the first building or printing companies in New York to start printing and ink for companies like Time and Playboy and things like that. So, you know, knowing those stories always had an influence on the name of his company was a Regency Lizzo and Lithos short for lithography, which is for printing. And the name of this real estate company or the name of it is really, really Regency Lizzo assets.

And I kind of appointed that as the name in honor of what he started to do. And it kind of hold me accountable to take the baton from him and finish the job that he started when he was in business for himself. And the reason it's cashed geeks now is which is just a DBA, by the way, is because it's a little bit better of a branding name for for pay per click and CEO and just easier for people to remember a little bit more catchy and things like that.

People don't know. Everyone's like, what's litha or they don't remember Regency. So it's very difficult for the common person to just remember in passing.

You know, that's good sense of branding. I mean, a lot of times with clients that I work with, I have to kind of clarify that the branding strategy needs to go hand in hand with, like their marketing strategy and in the overall global business strategy. They have to understand that. Right. So, I mean, it's good that you picked up on that right away. I mean, like the other name was just the definition of it.

People wouldn't understand. And it's just too many syllables as well. But, you know, the dedication to your dad, I mean, this is a solid, solid kick back. And that was my next question I was going to ask you, Mike. So do you think that was a factor to your success? But I mean, obviously you would answer that by saying you named your company after your dad and continued his legacy, which is it's all about family.

So I definitely could recommend that.

Yeah. Thank you, man. Thank you. Yeah. So I'm sorry.

How do you juggle your your work life with your family life?

It's tough, man. You know, like I aspire I aspire to do to do big things. Right. There's a lot of real estate investment companies here in Jacksonville, Florida, that do similar things that I do. They do things that are very closely related to what I do here in Jacksonville. They have a tough time growing. They have a tough time scaling just because there's no blueprint of how it's been done before. And for some reason, like I said, I just have a knack for figuring shit out.

Right. So it seems like we're getting some really great tred. And I feel like I have kind of a moral responsibility to do what it is that I'm capable of doing because other people can do it. And if I'm not doing that, I'm really not living up to my potential. So it really takes a sacrifice. It takes a big sacrifice and it does affect family. So what I try my best to do is kind of a family business intergration.

So I'm not neglecting my family and my kids. You know, I, I drop them off at school in the morning. Sometimes they have to come into the office or if I have to chip in to help out with a responsibility that someone else has in the office, like an after hours appointment or weekend appointments, I might do that on the way of the family going to do something. I'm like, we can do this, but I have to drop by at this property just like now.

Like we were flooded with appointments today and I was a little late getting. This podcast, one of the things I tried to squeeze in was, was a contract because my field guy had an appointment and then my H.R. manager was actually backing up one of his appointments already. So we do have backups in place, but there is really no backup to the backup other than sometimes the boss just got to run out and cover it. So I try my best to just work out a work life, family life integration.

And then I do. I am starting to build in non-negotiable as well, like Sundays with the family or not getting to the office too early during the week. So I can work with Marazul, which is my wife, to get the kids ready in the morning, spend some time with them, drop them off at school and things like that.

Actually, it's funny that you brought up Marissa. I mean, she went to middle school with us. So it was kind of a you guys lived together for a long time. And it's I mean, when you're looking for a companion, someone that you can trust is not only somebody you can know. Right. With somebody you've known for a long period of time. So you guys have been through 30, almost 30 years of relationship is kind of crazy.

It's great to have that in your back pocket.

You know, Marisol and I known each other since junior high school. The funny thing is that we we only dated for a couple of months in junior high school. What happened was that summer came and her mother grounded her. And I had no way really to communicate with her for the entire summer on the first day of high school. And she's going to kill me for saying this. But first day of high school came in and I actually dumped her.

And then I had the we had our high school experiences. And then high school ended when we were 18, moved out to Florida, came back to New York to visit, kind of met back up when we were 19. Then we started dating. And then the rest is history. We've dated. We got married. I think it was twenty five or twenty six years old. We've been together and now we're both forty one. So definitely not a long time.

Definitely and trust with with everything in my life. And she's actually working with me. She's been a stay at home mom for a while because we have a we have three kids but now she's at the point she just wanted to get back in the in the work, know the work field. And she wanted to be around adults a little bit more. She wanted to kind of build on her career. So. So, yeah, she's with me in the office now.

So that's awesome. Definitely. So what's your your morning habits. Your morning routines? The funny thing is, man, like like I said, it's it's weird with me. It's weird, right. Because people, they can build their their morning, their specific morning routines. I don't have there are things that I do every morning, but I don't really like just recurring things all the time. I'm kind of more of a weird kind of visionary in the way that once things become just too reoccurring, I just kind of lose interest a little bit.

Some of the things that I don't lose interest in is just listening to audiobooks in the morning, reading the Wall Street Journal, researching my in my industry. I try to be active on social media. I was a lot more active probably year, year and a half ago. I'm not as active. I think I'm still a little bit consistent. I just want to always stay relative to the community and the people around me. But I try to I try to do some effective posting in the morning.

Those are kind of the things that I do before going into work. I spend some time with the kids, help Marisol, get them ready in the morning, drop them off at school and we go off to the office.

Nice. Nice. So what do you see yourself in 20 years from now? So twenty years from now going to be sixty one years old? I'm pretty certain that that cash is going to have several squadrons. We have we have an idea of how we're going to build the company out. We're going to build them out in squadrons and squadrons are groups of people that can handle transactions from A to Z and real estate for for certain markets or for for certain sized market or certain group of markets that add up to a combined population.

Right. So I feel like there's going to be at that point, you know, 20 years from all of the right leadership is going to be in place for it to continue to grow. Without me, I would I would bet there's probably going to be ten squadrons at that point. A squadron right now is looking at about 12 to 14 people. And it's going to include all of the positions from from marketing, lead generation project management, acquisitions, dispositions and transaction coordination, which is wrapping up the deal with the title company at the end of it all solid.

So that'll be a group of people that can effectively do probably 15 to 20 transactions a month. That can. In close to a quarter million dollars a month, so I can't see having less than 10 of those in the next 20 years.

Yeah, I mean, that's a solid strategy. Solid plan. I mean, it seems like you're you're 100 percent focused on scaling, which is obviously once you get to a certain point, that's it's always up from there. You want to kind of grow and expand and grow and expand a step and repeat, repeat. So you definitely got the right state of mind.

And so what tools do you use that you would be able to do your business without just outside of the CRM that you talked about earlier? Google Drive, man, Google Drive is huge. I mean, one of the one of the things that we use a ton is, is Google Sheets, and it just allows a lot of people to be a part of the same document. It's very close to as capable as Excel is. I don't know how how you know, how much you use it or not.

But I mean, excel, obviously, it's it's more advanced. It's got a lot of functionality like Google she doesn't have. But as far as communication between all of the other team members and sharing documents and letting them see formulas move live before us in our payout trackers. And, you know, and a lot has to do with Google Drive and Google Sheets.

And I think if they went down tomorrow to be screwed, I told you, which I've interviewed, like, you know, probably about two dozen people on the show and literally about half of them, Google, including myself, Google Drive, Google Sheets, Google Docs, and the fact that you're allowed to share to multiple people and you can actually control the ownership, whether it's just an editor or an admin, and you could be anywhere in the world and have access to all your documents.

It's a game tries to get amazing man. And then, you know, the more we're growing inside of this company, I used to not think about this before in my old company, but the more we grow, the more I start to get nervous about these systems that we use than the photos and the skip tracing companies that we rely on in the Google Drive. Right. Like if any one of those companies go down, it can truly hurt us.

So now it starts to put me in the realm of of creating my all encompassing own primary program, whereas where we don't have to rely on these other companies because, you know, whether they get attacked, cyber attack or or even just want to go out of business one day or whatever or go bankrupt, I mean, we lose a major functionality of our company. So we're starting to think about that as well. Gotcha. Gotcha.

So what final words of wisdom do you have for us becoming entrepreneurs that possibly want to follow in your footsteps?

So one of the things that hit me real hard here within the last probably about two years ago that I never really knew was this basically when I started growing my first company and I started getting to where we were very close to our biggest, you know, I would go to a lot of seminars and a lot of conferences. I'd wind up being a part of these big tables are these big dinners with my clients and my competition. Right. And a lot of my competitors, you know, they seem brighter than, you know, they seem more well-rounded, accomplished college degrees, bachelor's degrees, master's degrees.

You know, it's really, really intimidating. And I couldn't understand how I was at those tables at that time. Right. It was hitting me like, how am I basically two or three times bigger than this guy? Next, I was probably under the national companies. I was probably, if not the biggest one of the top three biggest regional companies in the nation. So, you know, I really couldn't understand how I was there. And bigger than those dudes is just it always bothered me for a while.

But once I started, you know, two or three years ago, personal development and reading books and really exposing myself to a lot of the bigger players. You probably read this book by Napoleon Hill. Oh, yeah. It's not good to great. What's the name of it? Do you remember what it you to think and think and grow rich and Gingrich thinking about which I think and grow rich and thinking. Drawbridge told me what it is that I had that I didn't know that I had and it was persistence and just merely showing up every day and working harder than other people, you know, hard work will outperform.

What is it skill when skill doesn't work hard or talent doesn't work hard. I learned that from that book and that right there just made me feel like I can do anything and that I can just blow out anyone no matter what it is that they have also.

I mean, that's a great segue. I mean, the mastermind principle is pretty much what you talk about is one element of the mass amount of principle. So it's once you you find, think and grow rich and you kind of understand those theories and you start to actually use them on a day to day basis, it changes everything. It's and it was written back in like nineteen thirty two. I know it is still practical and it's twenty twenty, so it's definitely a crazy man.

So I got a bonus question for you. Right. So if you could spend twenty four hours with anybody dead or alive, who would it be and why. I think Elon Musk. So I spend I spend the time with Elon Musk just because he has persistence as well. I mean, he's a very hard worker. He puts in a lot of hours. Sometimes he's extremely proud of what he's doing and he wouldn't trade it for anything. And at other times, you'll listen to interviews and it'll feel like he kind of dreads it and wishes he would have went in another in another direction.

And I would want to pick his brain about that to see where he's coming from, to make sure I don't make the same potential mistakes. Because you also have life, right? You also have family. You also have things that you want to enjoy. And you don't want to one day regret everything that you've done for the past 30, 40 years. So I think if I had that opportunity to spend time with him and pick his brain about that specifically, I think I'd learn a tremendous amount.

Wow. Yeah, that's a hell of a choice, definitely. And I'm surprised I get that answer. Not even ready for that question.

So, I mean, that's the beauty of this podcast. And I like to keep it kind of unscripted and kind of mix up the question love and just run with it, man. So another significant question is, what's your most significant achievement to date?

I think it's I think it's being an example for people around me. I think I spend a good amount of time with the people I've always been around. I think it's shocking to them what I'm able to do. And I think to be that example for those people and give people hope. I feel really good about, wow, solid, solid.

So working people find you, man. I mean, what's your handle on Instagram, Facebook, Twitter, LinkedIn? Yeah, I think so people can find me on Instagram at Real Dumb Felix, you can search Dominic Felix on Facebook and if anyone is interested in wholesaling or learning more about wholesaling, they could join my Facebook group. It's called The People's Wholesaler's. And we do a show every Tuesday night at 9:00 pm Eastern Time and we go for about an hour and we're always talking about some aspect of wholesaling or real estate or business building on that show that you and you also got Kasky pro dotcom as well or.

Geeks Pro Dotcom is a website that displays the inventory of our properties, so if anyone wants to see kind of a little bit more of the inside of our product, they can go to that to that website. Got it.

Got it. Cool. And we'll definitely appreciate you coming on the show. And it was definitely a pleasure having you. And usually what I do end the show, I mean, it's kind of flip the mic, you know, you have any questions for me? Dude, man, I mean, I probably got a trillion a trillion questions for you, man. I know that we need to get together real soon and I know we talk a lot of shit about it and we don't really do anything about it.

I know you're busy and I'm busy and you're in Atlanta, so I'm probably going to be in Atlanta within the next couple of months. I definitely want to want to get together, definitely your brain a little bit about more about what you do. And I know you're in you're in marketing, obviously, right. You still have the 360 company and all that 360. Yep. Still alive and well. Awesome man. So basically, what can you contribute to me?

I guess within the next twenty seconds that can let me know as much as possible about where you're at right now and inside us or both 360.

So right now what I'm really big into, I mean obviously we have web design, we have marketing, we have all the different strategies. But really and truly in the market sector right now, it's content development, but it's not just the content. So, I mean, book development. You're familiar, but, you know, I've published a couple of books. I've published other people's books at this point in time. So surreal. 360 is becoming more of a publication system.

Right. So not only publication books, but we're also publishing courses as well. So that's kind of the next direction that we're going into with web design is OK, but it's always about the results. And where can you get the best results and how could you help those people is through education. So I think you've kind of touched on that space as well, too. I mean, you kind of have an online presence. You have your your wholesaler's on Tuesdays.

But I think you're at that point now, you have enough content that you could pretty much bottle that up into a course and have that be another revenue source for you day in, day out.

Yeah, yeah. People people have reached out to us about exactly that and as well.

Yes, I think that's that's like for me currently with the whole corporate thing, that's really what the market really is right now. If you can create anything that's online to kind of help all the people get off their feet or to help them grow it, to help them understand something. It's a night and day difference there. That's awesome. Congratulations, man. Definitely appreciate that. But again, man, I appreciate you coming out to the show. And I'm looking forward to getting this thing up and running and up an.

So awesome. Awesome. I do. Thanks a lot for having me on. I appreciate it.

It was a pleasure. Have a good one. Awesome answer later. Thanks for tuning into another episode of Bosson Cage, I hope you got some helpful insight and clarity to the diverse approach on your journey to becoming an increased trailblazer. Don't forget to subscribe, rate, review and share the podcast. If this podcast has helped you or you have any additional questions, reach out and let me know.

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