Pride Is Ruining Your Business
Pride Is Ruining Your Business
What motivates entrepreneurs to give back and support their communities?
There are a few reasons I’m driven to do what I do. First, I want to take care of the people who supported me, especially my parents, who made sacrifices along the way. I want to ensure they can retire peacefully, which is one reason I named my company Greenbrier Capital Group after the street I grew up on.
Second, I’m passionate about helping those who can’t help themselves. We aim to donate at least 10% of our profits yearly, focusing on children and those in Venezuela. Children often have no control over their situations, and my partner’s wife’s family is from Venezuela, where the current situation is dire. Our mission includes supporting her family and eventually, others needing help.
Lastly, I love that I can help everyday people access investments traditionally reserved for the ultra-wealthy. Coming from a finance background, I didn't even know opportunities like this were available to regular investors. It’s incredibly rewarding to open up this world to everyday people.
Why is delegating tasks important for business owners?
At first, I thought I had to do everything myself. I believed in the "self-made" myth and saw my business as a one-man show. Now, I know that no one is truly self-made. In my business, the major categories are finding deals (usually through broker relationships), securing funding (through investor connections), and handling operations. I thought I had to manage it all, and while I could do each task, I couldn’t do it all effectively, which stunted my growth.
That changed once I overcame my ego and brought on a partner. I’m currently reading Who Not How, and it resonates with me because it reminds me that success isn’t about “how” but “who.” My partner, an engineer, handles the technical side, like deal underwriting. I enjoy reviewing deals but prefer it when the data is already organized.
Using assistants has also made a difference. Initially, I thought booking my own travel was a way to stay humble, but delegating tasks isn’t about avoiding work; it’s about freeing up time to help more people. It’s not about being “too good” to do something—it’s about increasing your capacity to make a bigger impact.
What strategies help business owners make data-driven decisions?
I do my best to remove emotion from decisions, though it’s never perfect. To keep emotions in check, I focus on data. In real estate, there’s always a bit of gut instinct involved, but tracking data keeps things disciplined. You know the saying, "What’s not measured isn’t managed," and it’s true.
We track everything: the number of deals we underwrite, how many brokers we talk to (both new and existing), and the same for investors. We set goals, record actual results, and use this data to stay focused. When we make an offer—a letter of intent (LOI)—we follow strict criteria. If a deal doesn’t meet them, we move on, even if it means evaluating hundreds more.
This approach helps us avoid decisions based on FOMO or emotion, unlike many who may have made impulsive choices in recent years. I think there are good opportunities ahead for those who stay disciplined.
What strategies can business owners use to find a mentor with similar values?
I recently did a podcast episode about the handwritten letter that changed my life. When I wanted to transition into finance, I focused on self-education through reading and listening to podcasts, even though there weren’t as many resources available at the time. My goal was to find a mentor—not just someone successful in business, but someone whose values and morals aligned with mine.
I found the right person but didn’t know how to reach him. Since he likely received countless calls and emails, I decided to write him a handwritten letter, remembering the positive responses I’d received from this approach in the past. I even found his home address online (a bit creepy, I admit) and sent the letter. He called me, impressed with the effort, and mentioned that handwritten letters were his own tactic for standing out. He became my first mentor.
When should business owners seek out experienced peers to boost growth?
One of the best decisions I made was surrounding myself with people a bit ahead of me—those one to three steps above. I think it’s ideal to be around people who are close enough to relate to but still ahead so they can help pull you up. If you get the chance to meet someone much further ahead, take it, but for an immediate circle, people slightly above your level offer the most relatable and actionable advice.
That’s what my mentor did for me. He wasn’t far ahead, so I could relate to him. I soaked in everything he suggested and gave it a try. Not everything worked, but I knew his approach worked for him, so I was open to trying it. I added my own spin to keep things authentic, but following his lead helped me grow.
Why are mastermind groups essential for business owners' growth and support?
Masterminds have transformed my business and life. Everyone’s heard the saying, "You’re the average of the five people you spend the most time with." To elevate that average, you need to surround yourself with rock stars. I’m in a mastermind group now, and I’d like to join two or three more in the next year because I believe they’re invaluable.
Masterminds help you scale and grow your business, but there’s more to it. Entrepreneurs often struggle to relate to people who aren’t in business—they don’t understand the highs and lows or the bad days we experience. For me, masterminds are also like therapy sessions. For example, a friend from my mastermind called recently on a rough day, and I helped lift him up. Others have done the same for me.
In every mastermind I’ve joined, the people not only want to win themselves, but they genuinely want you to succeed, too. It’s an incredible environment to be part of.
*This interview has been edited and condensed for clarity.*
