Episode 7: The Entrepreneurial Bottleneck, With Chris Prefontaine

Chris Prefontaine is the best-selling author of Real Estate on Your Terms: Create Continuous Cash Flow Now, Without Using Your Cash or Credit. He’s also the founder of SmartRealEstateCoach.com and the Smart Real Estate Coach Podcast.

Chris has been in real estate for over 25 years. His experience includes the construction of over 100 single-family and duplex homes (mostly in the 1990s and selectively to date), has owned a Realty Executives Franchise (Massachusetts 1994-2000) as broker/owner which maintained high per-agent standards and eventually sold to Coldwell Banker in 2000. The 2000s included coaching ½ million and higher REALTORs® in order to scale & automate their business throughout the US and Canada. He also participated (and still does selectively) in doing condo conversions (multi-family homes to condos) and “raise the roof” projects (converting single-family ranches to colonials in growth neighborhoods).

Chris has been a big advocate of constant education and participates regularly in high-end mastermind groups, as well as consults with private mentors. He runs his own buying and selling businesses with his family team, which buys 2-5 properties monthly, so they’re in the trenches every single week. They also help clients do the same thing around the country.

Chris and his family team have done over 80 million in real estate transactions. They mentor, coach, consult, and actually partner with students around the country (by application only) to do exactly what they do.

What the podcast will teach you:

  • How the 2008 real estate market crash impacted Chris and his family real estate business, and how he moved into coaching after the crash
  • What challenges Chris had to address once his business hit the million-dollar revenue mark, and how he made the transition from solo entrepreneur to CEO
  • What practical steps Chris took to stop micromanaging his business, and why establishing a great meeting rhythm was a key change
  • Why involving the entire team in establishing the company’s Purpose, Values and Mission was a transformative experience
  • How establishing a Values system for the Smart Real Estate Coach business positively impacted not just the internal team but Chris’s real estate students as well
  • Why having shared Values has helped Chris and his team make positive decisions for the business in alignment with their goals
  • Why a regular meeting rhythm helped to create clarity, establish priorities, and eliminate micromanagement
  • How Chris was previously the majority of his businesses’ value, and how both businesses increased in value after Chris worked to make them stand on their own
  • Why creating systems and processes for hiring and onboarding new employees was a vital step to scaling the business
  • What books Chris recommends and found the most helpful when learning to scale his business


I’m ecstatic to be here with Chris Prefontaine. He’s the Founder and CEO of Smart Real Estate Coach. Welcome to the show.

Thanks. It’s always good to chat with you.

I’ve known Chris for a few years. We want to talk a little bit about your journey as a seven-figure CEO. Most of our readers are seven-figure CEOs or striving to be above that $1 million mark. We’d like to learn about the challenges that happen once you hit that $1 million and some of the practical things that business owners do to move forward once they hit that $1 million mark. I would love to have you introduce yourself first. Tell us a little bit about yourself and your business, and we’ll get into some of the fun and challenges that you’ve experienced as a million-dollar-plus CEO.

I’ll do a 10,000-foot view, and you know us well enough to go back to any piece of that you want. I have been at real estate in some shape, form, or fashion for several years after the last cycle or debacle in 2008 when the crash came. It caused us to re-engineer the business on how we buy and sell properties.  We have a family company that buys and sells properties around New England. We take those same strategies that we buy and sell with. We teach, coach, mentor, and partner with students and associates are on in the country.

That’s what Smart Real Estate Coach is involved in. We’re in the trenches every day doing that. We were introduced to you through me looking. The next year for us would have been 2018. I was sitting in 2017, saying, “What do I need?” What I needed was to learn how to scale. I had no clue. I know how to muscle it, do sales and get to a certain number, but I didn’t know how to get past that. That’s how we were introduced.

I would love to go back to that debacle, as you put it, the recession that happened. You had a family-owned, family-run real estate investment company. Before the recession, it doesn’t sound like you were teaching others at that point. Is that true?

We were not. Way back in 2000, we had sold the brokerage business to Koa Bank and started coaching throughout Canada and US. That was more realtor, real estate agent related. I started doing all my own investments. When the crash came, I restarted and started getting asked to teach it.

You have a wealth of experience. You said 28 years of experience in 2019 in real estate, but it’s only in the last several years that you’ve grown this real estate coach and investment coaching business. Is that true?

Our first client sought me out at either the end of 2013 or the beginning of 2014.

In 2017, you guys are breaking into the $1 million in your business. You’re starting to figure out, “I need to figure out how to scale a business or grow a company.” You found us. Tell us about some of the challenges that you began to experience as you hit that $1 million mark. Challenges in terms of you’re the CEO, founder, and leader. You knew how to hustle and sell. You had to grow to a certain number, but things started to change. Tell me about some of those dynamics and some of the challenges you were feeling as a $1 million CEO.

There’s no priority order. It would have been probably in the end of 2016, going into 2017 going, “I got to do this whole thing again and muscle my way through.” I had no help. I had a personal assistant and my son part-time, let’s say, but that was it back then. It was hard to say, “With my micro-managing habits, I have to try to bring people on. I have to try to think about outsourcing. I have to try to think all these things that a CEO should be able to think about.” I frankly never did it.

I always muscle my way to $1 million and stayed right around there. I was desperately seeking a mastermind or something that would teach me that. I never dealt with more than one employee or more than a half employees. I never dealt without sourcing. I never had to do culture. I certainly had nothing to do with it. People have money blocks. I had a block like, “Can I even get over this mark?”

I’m not trying to call you average, but it’s common. As an individual producer, I’ve maxed out what I can do on my own. You could have pushed those limits a little farther, but you get to a point, “I got to do this again next year.” All of that weight, performance, and responsibilities are on me and me alone. I might have a few people around me who helped me get some stuff done if I can give it to them and delegate effectively. You realize, “There’s a stopping point here. I’m tapped.”

Being a solopreneur, that's not a lifestyle that you want to sustain forever. Click To Tweet

It was because I didn’t know how to do that. I could try to list out things, but my whole life, I was a solopreneur with few exceptions of a person, too. It was like, “I can’t do it.” It was a mental block. Some people have a block, like, “I don’t think I can earn it over this.” They get all caught up in the money blocks. Mine was a scaling block. I didn’t know how to do it.

Tell me about the balance in your life at that point. How much time did the business take from you? Were you able to do the things you wanted to personally? I have zero concepts. I’m not looking for a specific answer. I’m genuinely curious. What was your balance in your life at that point?

It’s similar to what it had always been because I was a solopreneur. I love what I do. I still do because it’s never boring doing deals and teaching others to do it. It was 6:00 AM to 6:00 at night. It was a twelve-hour day, no question. I love it, but that’s not a lifestyle that you want to sustain forever. I could afford to have vacations. I had the money. When I came back, there would be a mess to untangle most of the time. You got to work your tail off right before and right after. I would come back from vacation and be in the office on a Sunday because everything is built up without staff and support. That was tough. You spread a bit thin.

Talk to us now about some of the practical things that you did to go from that mostly solopreneur space at $1 million in revenue to a place now where you’ve built a team. You’re able to grow fast where you were. Starts to talk about some of the practical, actual things that you did because, for our readers, this is where the magic is.

Many of them are experiencing some version of what you described as that, throw it on your back, will it to happen entrepreneur who’s going to perform to a certain number, start to get stuck, and not know how to build a company. What are some of the first things you did and some of the first steps you took to be able to build a company and move past that point?

It was in January of 2018 that I sat with you and Stephanie. I remember going through the exercise with you guys and going, “That would be cool.” There was an org chart on the wall that said, “CEO and accounting.” I’m going with that. It would be cool, but I wasn’t there yet. It was day one. It was morning one with you guys.

Coming out of that, having established the mission, the purpose, and the values, at least preliminarily before, I brought it back to the team to finish. Pulling all of them in was something that I never used to do because, for me, it would be, “Here are the things you do.” It is more of an accountability session, demanding from the top.

We have a culture. We have people inputting. On top of that, the meeting flow that you guys teach that we now live by faithfully. That didn’t exist before. It’s all of those. It’s the first getting that culture set up. I read about it, but I never put it into play. It was having the team have a say and all that and take ownership of it. Have the meeting flow to keep it sustainable. That was what happened in the first quarter, and it still happens to this day. There’s no possible way we would have scaled the way we did without having the connection with you, guys. I’m not saying it because I’m on your show. I say it all the time. I say it to our associates and to everyone.

Chris, let’s break down and thank you. It’s a great compliment. This show isn’t an infomercial about Elite Entrepreneurs, our business, but it’s about the practical things that you did and the steps you took. I want to break those down a little bit because you use some terminology that may not mean anything to some of the readers yet. Let’s drill down on some of those. One of the things you said first was, “I pulled in the team.” What do you mean by that? What were you doing to involve the team?

You and Stephanie had got me going on the pathway of how to set up the mission with the company’s purpose and values. It was like, “Here are your platform and foundation. You need to go engage the other team members.” For your direction, was it coming back? “Here’s what I learned with Brett and Stephanie. I wished I had brought them all day, but I didn’t.” I went back by myself and said, “Here’s what I learned.”

I put a big post and notes up on the wall. I started going through it with them and dissecting what we had developed as a preliminary mission, purpose, and values. I let them put their saying, taste, or opinion to it. Together, we finished those. I remember it like it was yesterday. That first meeting was more like the team members, which at that time were just family. I came out of that and going, “I’m proud of this.” I crafted that. There was pride in it in that one meeting. That started this whole thing in the right direction.

When you invite somebody into a co-creative process, you’re not having to sell them on a future or vision. You’ve invited them to help you paint that picture with you. You said, “Here’s a paintbrush. Let’s paint on this canvas together.” You create something together. They go, “That looks good to me. I’m in.” There’s this level of engagement and enrollment that you can’t get when it’s just your creation that you’re trying to sell to somebody else.

EEP 7 | Scaling Business

Real Estate on Your Terms: Create Continuous Cash Flow Now, Without Using Your Cash or Credit

Whether it’s all family members or not, it’s the same effect. You go back and invite people to come into creating purpose, values, and mission. You start to define what your company culture is going to be. That’s the second term I wanted to talk about. You mentioned having a culture. Talk about what culture was like before you were intentional with purpose, values, and mission, and now.

There wasn’t in culture prior to this whole journey, starting in January of 2018. I don’t want to say I dictated. It sounds like I was some obnoxious leader, but it was just me like, “Here’s how we were going to do it.”

Let’s call you the puppet master. It’s like, “I’m trying to do all this stuff. I’ll make it all go.”

We would get into the meeting, especially with my son-in-law, Zach, and my son, Nick. It would be like, “Here’s what we’re doing.” There wasn’t any culture that they weren’t even proud of. I’ll use the last event we had as a major example. Fast forward several years from that one day, the values are displayed, discussed, and talked about at our events and online. Everything we do rings loudly with our clients and our students. They see it. They see the family culture screaming at them. They appreciate the integrity and all the things about the values. The whole culture value thing never ever existed in any shape, form, or fashion.

You went from having a culture that was by default. There’s always a culture. You guys did operate a certain way, but until you put words to it, got intentional, and put them in stone, you couldn’t hire them, live them, and fire them. You couldn’t operate to them intentionally, and that makes a ton of difference. You mentioned your clients, and you call them associates. This is the extended Smart Real Estate Coach family. You’re out teaching people all over the country how to invest in real estate. How did the values affect them? Did you anticipate it would have an effect on others outside your team?

When I learned it, I didn’t say, “This will be cool for the next level. It would be the students and the associates.” I didn’t relate it to that at all, but here’s how it’s relating now. When an associate applies to become part of our program, it’s by application only. We look and see if they’re in alignment with our values. This is going to sound crazy to some mentors and teachers. In 2019 alone, we’ve said no to three people that wanted to come into our program. That’s a loss of revenue of about $125,000. They did not fit the values. We knew it would be a headache or a grind somewhere along the way.

It comes into play there because we started publicly. I don’t want to say displaying those, but having those out in the open. At the last yearly event, we had them on banners, talked about them, and related them to how we accept people, build, and do deals. Maybe it felt attached. I could feel it from the audience. They were appreciative of having that value system in place.

What you described goes along with this well. When you name how we operate around here and the things that matter to us, the values direct the walk and talk of the group of people. We’re going to share these common values. The goal isn’t to name every value for every person in the room but to name the core values that we all live by together. It brings a ton of unity. There’s a great level of comradery that happens. There’s a sameness. That doesn’t mean we’re not about diversity. We need to be diverse in lots of ways.

We’re all about the purpose and how we go about doing our work in terms of values. Those need to be saying. When you do, there’s this cool effect that you get. It’s hard to put words to the actual benefit there, but it’s real and palpable. You start to feel this connectedness with this group of people. You don’t have the unwanted water cooler talk and politics. There’s a ton of good health in your ecosystem. It sounds great that you’ve been able to push that out past your immediate team to the associates and the members that you have.

You brought something up that’s neat. You said the water cooler talk and made me think of this. When decisions come down, people often ask me, “It’s a family business. Isn’t that hard sometimes?” This has been my experience for several years. Whether it’s family or not, the answer is, “I’m not going to say zero, but there’s never that much friction because the decisions are being made based on what the mission, values, and purpose are.”

I’ll give you an example. Let’s start a mastermind group. That would be a cool idea. Revenue-wise, that would work. We did this whole thing. We announced it. The next morning, Zach, my son-in-law, came in and said, “What are we thinking about has nothing to do with our mission to help our associates do deals. It was a mastermind group over here on its own. We canceled it immediately. There were some time, effort, and money that went into that, but we realized it was not in alignment. When the decisions or the water cooler thing come up, there’s no friction. It’s like, “Here’s what we all agreed on. We came up with this together. The decision has to complement that.”

That’s a concrete example of how purpose, values, and mission become the filters through which everyday decisions can be made. If you go back to pulling the team into that process of creating those in the first place, it’s not just your filters. It’s our filters. Everybody knows from whatever seat they’re in. It doesn’t matter if they’re working in accounting, at the front desk, or one of the key leadership team members. Everybody can make decisions based on why we’re doing this in the first place, what we’re up to right now with the mission, and how we operate in terms of values with one another.

I derailed us on a long side tour on the summit. I wanted to drill down on some of the actual things. I appreciate the examples and the stories that you’ve told. Going back to the original question, you hit that $1 million plus, and you wanted to grow a company. You learned some things that you’ve done now over the last few years.

There's never that much friction. Why? Because the decisions are being made based on what the mission and the values and the purposes are. Click To Tweet

Besides enrolling the team and setting a clear vision, you mentioned a meeting rhythm. If you want to talk a little bit more about the actual meeting rhythm and how it’s helped you, that would be cool. Is there anything else you’ve done that has helped bring you the clarity you’ve needed as a leader or helped you move forward in building a company? Let’s quickly stop by on the meeting rhythm if there’s anything you want to pull out of there that might be useful for our readers and see if there’s anything else you’ve done to build your company.

If I think back to 2018, pre-Elite, and all this work, there was no rhythm. It was, “We’re going to meet. This is urgent. We got to go over these ten things.” It was like an accountability thing. I was demanding. We’ve got to get all this done, and we’ll meet again in three days. It was no rhythm. When we learned how to do that with you guys, it was more, “Here’s what you do on a weekly basis. Here’s what you do on a quarterly basis.” We do trimester now. “Here’s what you do on a yearly basis right down to the agenda.”

Everybody sees it, goes through it, and understands what we’re doing. They’ve gotten better, more productive, and more communicative with everyone as we’ve grown. It’s going on for several years. They flow quite smoothly. Everyone knows what to expect and what the agenda is night and day from what we used to do. They all build upon each other.

It sounds like you went from a little bit of a reactionary, or let’s deal with a fire approach to meeting to more of a proactive/rhythmic meeting cadence where you guys know exactly the things that you need to be working on because you’ve got the focus of the mission. You’ve got strategies to support that mission. You know the priorities. We haven’t talked about some of this lingo. You guys know what are the priorities we have this quarter. In your case, you guys do a trimester. Three times a year, you’re going through this planning and execution rhythm.

We do the annual priorities as a team to say what’s realistic for this next trimester. To that point, the old way would be Chris thinking of ideas more, piling everything on everybody’s plate. I wonder why it’s not getting done and I’m getting frustrated. That was my rhythm. One of our new employees, Ryan, when he came on, he said he was amazed at how we would have the answers in the meetings. That’s not now. That’s going to be for trimester two. We can’t take on all that now. It was the complete opposite before. Everybody should do everything because I work twelve hours a day and everybody can do that. It was crazy.

If you could put some words to the benefits that your team has experienced from the meeting rhythm, what are some descriptors you would use?

No more micromanaging from, not just me, but anyone, because there’s no reason to have to do that in between if everybody has their marching orders. I don’t know if that’s what you mean by the specifics.

It sounds like there is more clarity. Because there’s more clarity for everyone, no one person has to make sure everybody else is moving forward on priorities. Everybody knows what the priorities are. They know their role in it. You can move forward, and you can check on a weekly basis or monthly, however you set up a meeting rhythm. Any other tangible benefits from having a meeting rhythm?

Independent and accountability come to mind as two words. Independent meaning, because the clarity and the operating procedures are all outlined, everybody becomes quite independent. There’s some pride there. It’s built-in because you’re going to show up in the next trimester. We’re going to walk through what we all say we were doing. We would’ve done it weekly in some shape, form, or fashion. Everybody’s accountable to themselves. It seems to be way stronger than the old pound the fist, “Make sure everything gets done.”

You get to move from a place of being the judge, jury, executioner, and all-in-one subjective power to now being a mentor, coach, and team member even. You’re part of the group, where the goal and the rhythm provide accountability. People help set expectations and goals. They know what they’re responsible for. You don’t have to be across from the table anymore, pounding the fist. You get to sit right next to them, pulling with them, coaching, and helping them grow to achieve what we all set together.

I become less and less. Not only less and less involved but less and less needed. It’s a good thing, not a bad thing. I made a pivotal change here and started having some of the direct reports move to my son-in-law, Zach, who’s the COO now. I told him outside, “The progress in the last several weeks has been remarkable.” This is appropriate to our conversation.

You’ve been able to develop team members, whether or not he’s related. You’ve been able to develop people to take on more responsibility because you now have this ability to organize work in a way that people can take ownership. You can see clearly what ownership they have and how to increase that ownership as you work to develop them. It’s one thing for me to share some of these principles with somebody. It’s another thing for them to go and implement. My hats off to you, Chris, for doing the things that work. They work every time, and anyone can do it. Why don’t you speak to that? Do you think anybody can do this?

EEP 7 | Scaling Business

Scaling Business: First, it’s getting that culture set up.


I mentioned what we’re doing and you guys as the backdrop behind that and the foundation because I do think that. one of it is proof that when we go to the events, I’ve told people, “I think I’m the only real estate person there. It’s not like I’m in my niche.” That tells me that right across the board. I don’t care what business. We met concrete people and yoga people. These are different diverse businesses that are all doing the same thing. It’s cool.

It doesn’t matter what industry, geography, or language we found. These principles apply because everybody is having to make that transition from entrepreneur to CEO. From throw it all on my back, pull it forward, will it forward, grit it out, grind it out on my own to building the team in a way that I can scale a company.

It doesn’t matter what industry, business model, or geography. None of that matters. I want to ask you a question. At the end of 2017, the beginning of 2018, you had created a million-dollar-plus business. You knew how to do enough deals to drive the revenue, to create a good living for yourself. If you wanted to, could you have sold that business at that point?

I don’t know what the numbers would look like. When I got with you, we were doing a shade under $1 million in coaching. Our property business is about the same. They’re two little under-$1 million businesses. I’m sure there was something cashflow wise. From that point on, it’s many multiples because of what we’ve done.

I don’t mean from a revenue standpoint, but here’s the point that I want to draw out. They were in together $1.8 million to $1.9 million range. How dependent were those two businesses on you, the person?

I would have to still be there if I sold it.

In order to make that happen, that business relied solely on you, your expertise, and your work. Everything was on you. You did a great job growing those businesses. You’ve done some company-building work that could be handed off to somebody. I want to draw this out. For everybody reading, sometimes we look at the revenue number as the thing that drives the value of the business. We said, “I’ve got two nearly $1 million businesses.” I don’t know what the multiples are for that business. That’s where industry and business model do matter.

Let’s say you could get $1 million for those businesses because they were doing $1 million in revenue. If you pull yourself out of the equation, the value of those businesses goes way down. I’m not saying you’re not valuable now, Chris, but with the company-building work that you’ve done over the last couple of years, you’ve created an asset that’s valuable. There’s a repeatable process. You’ve built the team that could exist without you.

All of a sudden, the multiple has gone up because you’ve done things like establish purpose, values, and mission, which can feel fuzzy to people who are soft. You put a meeting rhythm in place. You’ve done something called big three where you’ve organized work, and everybody is clear about their responsibilities and how that’s measured. You’ve done some company-building work. Even if you were at the same revenue as you were a couple of years ago, you’ve grown still significantly. Your business would be worth more. That’s what I pull out. Do you have any comments about that?

I don’t know what the percentage is, but I can run the entire thing from afar. I could do it remotely. That was unheard of several years ago. I had to be there. My finger was on the pulse because it was me. If you fast forward, 2018 was almost a doubling, and 2019 was good. We went from under $1 million to $1.6 million. The properties maintained are on the same one. The coaching in 2019 capped over the 2, and the properties stayed at 1. Things are growing nicely in the coaching. That’s with less of me. That’s pretty cool.

If I did the math, you’ve more than doubled in less than two years based on doing the work that we’ve talked about.

I’m watching because I waited for the year-end stretch. That was my stretch goal. It looks like we’re going to nail it, but I’m on it. It’s going to be right at it.

Becoming less and less involved, less and less needed is a good thing, not a bad thing. Click To Tweet

It’s not just you trying to pull it off. You’ve got a team who are fully invested. You’re taking coordinated action to achieve those goals. How does that feel?

That’s awesome. Apropos to being on the show, I sent that text and said, “The progress has been remarkable. I’m proud of everyone.” It’s been cool.

Let’s wrap up with any other company-building work that you’ve done. You pulled the team, and you involved them. You did some intentional work around the foundation of your company’s purpose, values, and mission. You did this meeting rhythm work. Anything else that you’ve done that’s helped you grow a company?

One thing that comes to mind is outsourcing and the permanent position. This was the beginning of 2018 after I left you guys. We were outsourcing a whole bunch of video and miscellaneous work because we couldn’t bring someone on. We knew we couldn’t, or we didn’t think we could ever. We’re outsourcing, and the outsourcing grew to a lot of hours. We brought on an employee for that position. That was a major move for us.

If you would ask me the day I met you on the org chart that we designed, “Would that have happened?” I would’ve said, “No way.” We’re bringing on a new employee and putting a formal onboarding process around that. If you asked me several years ago, I would say, “We’re not going to. We don’t need to do that.” The whole outsourcing and permanent employee, and a process for that is a whole thing that we had to go through. It’s all brand new.

You’ve built some new capabilities there. You did some org chart work. You designed what the future team would look like when you achieve the mission. That’s one of the steps we go through. What that does is says, “Here’s where we need to be in the future. Here’s where we are now. How do we start building towards that?”

It gives some direction to that whole building out the team piece, but you had to build the systems or the processes for hiring people and onboarding them, which is now repeatable. You can do that again and again as you continue to build out the team. You’re doing all of this company-building work that’s enabled you to scale, and that’s the piece that’s beautiful. As you take these steps, it can happen for any business. If you’re one of the readers here, thinking, “I can relate to that whole story that Chris told where it was all on him.”

Even if you built the team to 4, 5, to 6 people, they do some work, but you’re the reason it all happens. You’re the only one that thinks about how to make it happen. You can’t go on vacation without all of that falling apart. You’ve become the bottleneck and all of those things. You can create a new reality where you’re building a team and a company with a solid foundation and a meeting rhythm or cadence that enables all that to flow. Chris, what books, resources, or things would you direct people to so they can get started on doing some of this company-building work?

For me, it changes every quarter because my mindset or our growth is in a different spot. You might remember some of the titles, but the Multipliers is one that not only did we read, but we went to specialized training with you guys on in 2019. There were a few before that. I’m sorry, I forget the name of the leadership book. Not only was it good for us, but we also gave that to some of our higher-level students, and they raved about it. The books are from the Arbinger.

The Outward Mindset.

Yes, and what’s the original leadership one?

Leadership and Self-Deception.

That has helped our coaches. We have coaches now has helped our higher-level students, and it helped us amazingly. There was a batch that you would have given us, and those have been instrumental.

EEP 7 | Scaling Business

Scaling Business: Everybody sees it, goes through it, understands what we’re doing, and they’ve gotten better and more productive, more communicative as we’ve grown.


Those are great resources. All of those are introspective. It’s about, “How am I being as a leader? How do I need to make changes as a leader?”

When it’s off that grid, if any entrepreneur is looking to scale, many people probably have gone through it as the McDonald’s story. The movie came out about it, but the book is a big book. I went through it. I thought it was cool to see all the struggles he went through and how he built that. The story itself is about all the struggles that he went through and how he navigated them.

Someday we’re going to pick up our book and read about the Chris Prefontaine story and the Smart Real Estate Coach empire where you have $1 billion real estate deals served instead of hamburgers like Ray Kroc. Chris, I appreciate you coming on. You’re still in the act of doing it, but you’ve gone from entrepreneur to CEO. You’re scaling your business. You’re doing the work to grow a company. You’re doing an outstanding job of implementing things that all of our readers could do if they will do the work that you’ve been doing. Congratulations, and thank you for being on our show. I appreciate it.

I appreciate you, guys. Thanks for everything.

That’s this week’s episode, folks. We look forward to having you on a future episode. Find ways to get yourself out of doing everything and start growing a company like Chris. You’ll be glad you did. Thanks, everybody.


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