Insider Secrets Podcast Episode #29

 Guest: Tony LeBlanc

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Guest Bio:

Episode 29 guest Tony LeBlanc

Property management is in my DNA. From an early age, I watched my mother care for buildings and tenants with pride and respect. I saw her deal with the difficulties of staffing, hardships, finances, and every other sort of difficulty that comes as part of being a property manager.

Growing up, I spent most Saturdays mopping the hallways of our building. While I wasn’t always thrilled about the task, it was the best way to instill in me the importance of pride of property. I firmly believe that the buildings we manage are about more than just the properties but about the people.

Now that I have started 10+ businesses and manage over 2000 doors across 3 cities, I am thankful for the lessons I’ve learned along the way. 

Whether it’s through my podcast, the Doorpreneur book, or teaching about the Doorpreneur system, I look forward to helping you avoid the pitfalls and mistakes that I’ve made along the way.


Mike: [00:00:00] Welcome everybody. Good afternoon. It’s Mike, your host with another episode of Insider Secrets, and that’s brought to you by My Core Intentions. And I always ask, have you been thinking about your intentions? What are your intentions? What are you looking to accomplish for yourself? Now, one of the things I always work on with people is the fact that you need to be crystal clear on your why you’re doing something.

I know that our guests today is pretty clear on why he chose property management, the route he took and why he does it. One thing that we work with our clients at my core intentions is how do we help you to. Cashflow on a short-term basis and long-term wealth. And while we empower you to execute sound real estate principles and strategies and property management, principles and strategies are really important and how we live a quality, more balanced lifestyle, Tony why don’t you say hi to our guests real quick?

Tony: Hey everybody. It’s Tony.

Mike: Tony, it’s [00:01:00] great to have you everybody. I am joined today by my friend and real estate, professional property management, professional, Tony LeBlanc. He is considered to be the door opener and he wrote a book that’s called the door. and we’re going to talk about that today, but Tony grew up living in an apartment that his mother managed on Canada’s east coast, where he developed his passion for property manage.

Watching her natural ability to inspire a sense of ownership and accountability. Tony owns and manages ground floor, property management, one of the largest property management companies on Canada’s east coast, a business he built from the ground. How how appropriate for a name. In addition, he created numerous spinoff companies living and working with door opener, mindset.

Tony’s desire to share his story. As a business owner and property management professional has helped thousands of his peers achieve new levels of [00:02:00] growth


profitability, Tony. Here’s what I’d like you to do in one word. Can you tell our listeners what inspires you about the property management business?

Tony: Expansion.

Mike: Interesting. That must be great for cashflow and helping your owners make a little bit more money, give us your backstory. Tony, tell us a little bit about who you are and how you wound up in the business other than following your mom’s

Tony: example. Absolutely.

Thanks Mike. I appreciate the the opportunity to be able to speak in here and have a conversation with you. So my background as a kind of quickly alluded to I started very young in this world of property management. I was raised for the first 16 years of my life in the same apartment building where my mother was the resident manager and also the VP of the management company that owned the building.

So from a very early age and I have many childhood experiences. Surrounded around this concept of an apartment building. I started helping my mom with various chores or early. We’re talking with tenants and [00:03:00] knowing everybody in the building, so that community type environment. And I was also thankfully exposed to the, as I got a little bit older and understanding to the world of owning and investing in apartment buildings and what it had done for the owners of the company where my mother’s work.

Cause they were, when I was young, they were considered like, these guys are really rich. They’re really wealthy and they own all these buildings. How do they do it? What’s the magic behind all this stuff. That was ingrained to me, ingrained in me very early on. So as I grew out of high school, I went to college property management or real estate.

Wasn’t my first thing that I got into I actually was a software engineer for 15 years with IBM. So technology was my first passion. I had an unbelievable career with. IBM was able to travel the world. I got to work with some of the biggest. On this planet and it was an amazing experience.

However, throughout my career, there was always something that I felt was missing and that was owning and doing my own thing. And [00:04:00] throughout the years, I dabbed my foot into a lot of different things. I owned a supplement company. I got into financial services. All sorts of things that I try as a side hustle.

And although I did well in all of them, nothing really gave me or spoke to the kind of purpose and the why and the passion in terms of what I wanted to do as my next life thing. After having a discussion with a colleague one night sitting by fire and I’m like I don’t know what to do as this next big idea.

And of course he came to me and said, Dude. Why aren’t you doing what? Like you grew up with property management and I’ll be completely honest. I never even thought of it. I started investing in buildings pretty early. I bought my first building at 23, but I never actually thought I would get into the management business.

And ever since he put that seed in my mind. I’ve, I took the necessary next actions and steps to be able to get me to where I am today. So we run a fairly I left, obviously I left my career with [00:05:00] IBM to, to run my own management company. We’ve grown that to around 2000 doors, three locations throughout the Eastern Atlanta camp.

And we’ve taken that management portfolio and done something rather special with it to where we’ve incubated and grown seven other service companies around that portfolio of business. And then that’s when the whole concept of the door printer came to life and the book, and what I’m doing now is working in coaching other property managers to do that.


Mike: interesting, and I always say, nobody’s born into the business, right? There’s something happens along the way. And I think your stories a little bit like mine, you learn from your mom said this example. I always tell this story. I was eight years old. I was on vacation with my family and I’m sitting on the edge of a swimming pool and my family had no background in really.

And I asked my dad about the hotel that we were staying at and all the doors. And he said, oh, people come here and they vacation just like us. They stay here and they pay somebody [00:06:00] money. And it was at that point, I knew I wanted somebody to pay me the money. So I wanted to own the building. Absolutely. But nobody’s born in the real estate. I don’t think, they wind up growing into

Tony: it. Yeah. I definitely think it’s becoming. It’s a lot more, obviously, a lot more popular nowadays. I find, with within real estate and the realtor world, property management is still something that’s very I want to say you don’t hear a lot of it.

It’s not as mainstream as the real estate world and real estate investing and realtors. But it’s becoming more and more important as bigger cities and larger cities are becoming more and more. There’s more density being built. So you’re seeing bigger buildings being built, more buildings being built, more apartments.

So the more need for. Property managers to be able to take care of these properties. And specifically property management is not something it’s very hard and it’s very rough. So usually it’s the type of career that you either it’s in the family or, somebody doing it, then you get exposed to it and get into it.

Otherwise it’s like [00:07:00] this unknown entity, if you know a lot about what we do.

Mike: So talk about your portfolio a little bit. Are you obviously you do third-party management. It’s not just managing the properties you own cran. Is it residential and scattered house or is it a commercial apartments?

What, tell us about your.

Tony: Sure. So we are mostly multi-family. So we do we love the bigger, the better apartment buildings. So whether if it’s a triplex fourplex, six unit, 12 unit, or 124 unit residential complex, that’s our bread and butter. That’s what we love and what we have. A lot of that being said, we still cater to single family investors, smaller duplexes, triplexes.

We still take care of. And we also do. So we take care of mostly office space and retail. So we haven’t, we’ve dabbled into industrial a little bit, but I would say that 95% of our portfolio is comp is comprised of multi-family various [00:08:00] sizes and the rest would be commercial.

Mike: Okay. Yep. And you talked about your seven ancillary companies.

You want to expand on that a little bit for us, tell us what those are and how those

Tony: cases. Yeah. So the first five years of my management company, I define as my door chasing years. So I started my business with the idea and the dream of creating the biggest property management company in Canada. And.

To do that. I knew I needed a lot of doors so that the city that I live in is 150,000 people. It’s not a big city. But I was very well connected because of my mother. So I knew I had a lot of ins with a lot of different people. So these first three or four years was all about accumulating doors, getting new management, you management over and over again.

And. After about, again, going into year five, it really started to wear on me in terms of just doing the [00:09:00] same thing over and over again. And lost its luster for what it was providing me. We were growing so fast that. A lot of other things were being put aside building out great systems, great training, just different experiences with our tenants, with our owners.

So right around that, mark, we put the brakes on a lot of the growth aspects of the business and we’re like, okay, we need to step back and solidify a lot of the systems, but I’m like, is this is this, all that property management has to offer in terms of, I’m just constantly bringing in doors.

Bring in these buildings all the time. It’s is that it? And I came to the realization that it may be it for a lot of people, but I wasn’t really satisfied where I was, where things were at. So one day we, myself and my partner, we took out and we printed out all of the different expense sheets for all of our properties across the board.

We wanted to see where the money was being. Throughout all the different properties that we manage. And we quickly came under the realization [00:10:00] that we were spending a ton of money in landscaping and snow removal services. And it just so happens that these two same vendors were the biggest pains in our butts in terms of dealing with babysitting and just going back and forth.

And, you didn’t mow this, you didn’t do, you didn’t push the snow in the right area. And we were just like, we looked at hummed and hawed in that over some time. And then one evening I was watching TV. And I saw this the show called undercover boss. And if you ever heard of it, and there was a landscaping company on it called the grounds guys, and it was, they were featured on the program and I’m like, wow, these guys are like amazing in the service and this, and I was just blown away by the infomercial.

Right after the show I went online, I started Googling these guns. Lo and behold they’re Canadian. The franchise was built not far from where I live, like a two-hour flight. So it’s far enough, but close enough. And that’s where it all started. We ended up buying into the franchise and that’s when we started our first full fledge news outside [00:11:00] service other than the management.

So the whole door opener strategy is twofold. The first stage is to build a great management. So we fixed that. We always ran one, but we solidified it. Before we branched off, the second part is to find a new service that you can incubate within your own portfolio. So essentially you’re cutting your own teeth.

So we’ve bought the landscaping franchise and then we start doing our own properties. Pushing the snow and mowing the lawn of all our properties, giving our owners better deals and giving us better control of the level of service that we were having throughout our properties. So it was a win-win for everybody.

We cut our teeth for about a year and then the final and third strategy of the door printer is to then take that service to the general public. Now we’re no longer limited to our own rent roll. We could then grow the business exponentially throughout the general offering. The big aha moment came about two years later when [00:12:00] the landscaping and snow removal company was twice the size of my management company.

And that’s when I knew that’s when I knew we had something and that’s when I knew something was special. And we, at that point, we had spun off a few more things like our residential cleaning, commercial and residential cleaning. We do mold, fire remediation. We do sales now, real estate sales. And in the last three months we just bought a concrete business and we bought an appliance repair business all through the same strategies of whether it’s through acquisition or starting organically.

You, you’re obviously we’re now running a great management company. So now it’s about incubating these new services within the management portfolio and then opening up the general public and. That’s when the door opener concept was born. And I wrote the book LA last year. Wow.

Interesting. Yeah. What a great

Mike: story though. I’ve always thought that the property management business was one of those businesses. You could have all these ancillary companies [00:13:00] and, have revenue from every, because you are paying so many other people to do things. So your goal is to be the largest property management company in Canada.

And how’s

Tony: that going for you? It’s completely shifted. I no longer run the biggest smoking I company. I quickly realized the, a property management is difficult. It’s a. Grinding type business. It can be, it has a lot of amazing components to it. So we started with one location. Then we opened up two other locations and I quickly became aware of the difficulties of running secondary and tertiary locations from where I was sitting.

And I looked at the numbers. And in terms of, from an economic standpoint, It made more sense for me to continue expanding and buying new businesses where I was versus continuing to expand on the property management perspective. And so that made more sense to us because we could control things better.

The [00:14:00] margins were better on some of the things that we were doing. And then obviously when the book came out that brought on a whole new level of format in terms of where I was going. So the everything we built in house, we now consider we’re like the testing ground for a lot of this stuff.

And now that the book has come out, we were able to put that out. And now really the focus is continuing to grow where we are in terms of the management portfolio. We’re always looking to grow that we’re always looking for great businesses to buy, but now the ultimate strategy, new legacy component of what I’m building is to now.

Teach this program to other property managers, because all of this was done for very specific reasons. We started this podcast. What you talking about having a strong, why? So for me, the why behind all of this is tied to my experience with my mother. And in terms of how the property management industry has seen from the general public.

For the most part, for the most part, a lot of people don’t understand our [00:15:00] industry. And the other part is they see it with a negative connotation. They think of slum Lords. They don’t see it in the same light that someone that’s in, it sees it. And that always really bothered me because I seen how hard my mother worked and how much people loved her.

And I saw the impact that she had. And I’m like how do I take that feeling? And interpret it in a, such a way that I can bring it to other people. And they see this diff this, they see this industry differently than through, they see it today. And that all came to fruition. When this door printer model was born because as we were growing and expanding our businesses, Our personalities and the way that people saw us locally as property managers shifted tremendously, they started seeing us as real entrepreneurs.

They started to see the logic behind what we were doing and everything changed. In terms of how people interacted with [00:16:00] us, the opportunities that came to us, the different caliber of investors that we were getting, coming to us in terms of managing their properties and portfolios, it was no longer just the duplexes and the triplex.

We were getting institutional people now coming to us saying, can you take care of an entire portfolio in a different city? That’s a totally different discussion or a conversation with somebody. And none of that would have been possible without kind of, I think the framework that we’ve built and I desperately want that for other property managers.

And I want that for the industry. I want us to be seen as the top priority, in my opinion, is that biased in terms of the level of importance that’s needed in the center. And right now realtors get a lot of that attention. When I think that property managers are they’re undervalued and they just don’t get a lot of that limelight.

And I think through doing this, I’ve [00:17:00] proven it and I’m now proving it with my clients. Yeah. Interesting.

Mike: One thing that I picked up in, in what you were talking about is. I believe that every good business knows its numbers. And the one thing I’m hearing you talk about is that, your numbers

Tony: and

Mike: you that landscaping budget, where you are out sourcing that so much, it made more sense to bring it in house because you could capture that.

And, I think that’s, I, a lot of times I don’t feel people look at their business enough and say, Hey, I can make more money here. I can tweak this. Here’s what I want to ask you. What is the best secret that you have with your owners that you manage their property for increasing

Tony: their rent?

I think he always a, you always gotta be looking at the numbers. I think a lot of there’s a lot of different situations where property managers will try to hide. From that. So [00:18:00] communication is critically important with your owners. So one of the things that we do with all of our larger investors is having a monthly review meeting of the financials versus budget versus actuals it’s to actually sit down and have a conversation about where we are, where we’re going, capital expenditures, anything that comes up, whatever the case may be.

But. These one-on-one meetings are incredibly valuable. Not only for us as the managers, because some I, I’ve got 150 different owners that I deal with. I, it’s hard to keep track of. What everybody’s, what other things that they want to have done, but this is a monthly situation where I can sit with them and understand, and it brings me back to the numbers where the, how the building is performing and then, we can make better informed decisions from there.

I don’t know so much of it’s a secret, but I know a lot of people are scared to communicate this stuff with their owners and they they’ll shy away from it because they maybe know that the building is underperforming and they don’t want to get yelled [00:19:00] at. And so for us, it’s a matter of, I would much rather have that conversation on a monthly basis to keep us on track and to keep everybody accountable.

So if I said, I’m going to do something, then I’m going to be. Accountable for that. And the same thing goes for the owner. If the owner says that, okay, I’m going to do X, Y, Z renovations for this property or for this unit. And it, I need to keep him accountable too. So I think it goes both ways.


Mike: How about how about amenities? Do you have an amenity that you like to put in that might not be in place in an apartment complex that you manage, that all of a sudden you put an amenity in and it creates, some additional capital or revenue coming in. Do you have a favorite amenities?

Tony: Prop tech is becoming a hot word right now in, in the multifamily space. So when you’re, we’ve done it on a few different projects and it was very lucrative for the owners. They went in and put in a, an internet based system and in the building. So instead of each unit going with their own provider they would [00:20:00] go in, put in some capital, put in some infrastructure in terms of providing wifi as part of the rent.

So there. Perhaps they’re charging an extra 40 or 50 bucks a month and rent and the cost to be able to provide that wifi service to them is maybe 10 or 15. So that’s been a great spread for some owners. The only issue has been the infrastructure cost to put these things together sometimes is the ROI can be, a few years before they actually see the full return.

Sure. But the guys that have gotten past that have had. They’ve raved about it. Another one is tenant insurance packages. That’s something that we’ve done as a property management company. We’ve gone out and partnered with an insurance broker to be able to handle all of our tenant insurance needs throughout all of our properties.

So if somebody, an individual owner has a large enough portfolio or that they work with a property manager that doesn’t have something like that together. That’s something that’s worth a very good discussion because [00:21:00] the merchants can be very nice with something like that. Do you require

Mike: your tenants to have a renter’s insurance?

Is it part

Tony: of the lease? It is. Yep. So there’s two twofold. So a tenant insurance is. When you don’t have it, that’s of course you get, if there’s a fire or something that happens a flood, the biggest issue all the time is the tenant. They have nowhere to go or, they have expenses to cover their moving and all that stuff.

And if they don’t have insurance and they’re not covered and stuff can get expensive. So obviously tenant insurance put in place to be able to cover situations like that, cover their belongings. We make that mandatory for their wellbeing because we’ve been on the other side of having. We had a 54 unit had a massive fire.

I had 13 apartments that were affected and gutted, and about 11 of those had no tenant insurance and they had absolutely nowhere to go. It was heartbreaking. And was. Like, I can’t do this. It’s we gotta, it’s almost like we had to make a decision for them to make sure that this stuff is mandatory.

The other interesting component is when you make it mandatory and you get a hundred [00:22:00] percent participation in a building, the insurance premiums for that building owner, will typically drastically decrease. Yep.

Mike: It’s a big, it’s a big spread. So do you bake it into the. Or do you, okay, so it’s part of the lease then.

So it’s required and they just have to do it. Anyhow. How many units do you

Tony: guys manage? Close to 2000. Okay.

Mike: That’s a pretty good sized portfolio, especially when you start to add all the rest of the ancillary products and services that you give. How about this? Talk about marketing Tony. So if you were going into the property management business today, or we’re looking to go out and seek new business and new units to manage, what are your best marketing techniques?

Tony: It’s a little bit different. So there’s depending on where you are. There’s a lot of people that try to emphasize the technology aspect in terms of doing online, digital marketing, social media, all that stuff. There’s a place for that, but my strategy has always been, it’s been, I find it’s given me the best return and it’s getting the best [00:23:00] return for a lot of my students is becoming known as the expert in the authority.

In your community in all things apartments. So you want to know who owns the buildings. You want to know where the buildings are. You want to know as much about all of that real estate in your local city, as you can. And it’s then your job to go out there and to make sure that those building owners know who you are and that, there’s tons of different ways that you can get in front of people.

Whether if it’s from networking at local events sending them. Any type of mailers to the property owners, finding out who they are going to search them on LinkedIn or Facebook, find out where they work out and actually getting in front of these people. Real estate investing typically it’s a knit community, right?

Smaller like a small nation, pretty much any city you go into. So find out the local real estate investor clubs, find out who the, who talked to the realtors that deal with multifamily and investing and start putting yourself out [00:24:00] there. And you got to market yourself as an industry leader, an expert.

So it’s all. Education is a big platform in terms of educating people on how things work within property management and the. And again, it’s just super critical to be out there and not afraid to, again, that’s where the social media component comes in to be able to put yourself out there in terms of being known as that guy.

I know for me, 10 years ago, when I started ground floor I made myself one promise. It’s from the social perspective, I will be known if there’s any conversation to be had about renting an apartment. My name has to. That was my goal. It’s interesting that are dead. It doesn’t matter who it’s with.

And to this day, I still get investors that come to us. They’ll email me from Toronto. You know what the other side of the country, and they’ll say I’ve spoke to three other realtors and they all gave me your name. That’s the results that I

Mike: want. That’s name recognition. That’s what everybody strives for.

And when I sold residential real estate, that’s what I strive for is that [00:25:00] people in the community would know. Yep, because maybe they saw a billboard or a park bench

Tony: or something. So there’s, yeah, there’s a lot of micro, strategies that you can plug, that you can put a place to get your name out there to get known.

But again there’s nothing more important in the startup phase and kind of your feet on the street, driving the neighborhoods in the streets, knowing the buildings, recognizing, taking picture of it, going home and researching who owns it, finding that person on LinkedIn and sending them a message to say, Hey.

Mr or Mrs. Building owner know, my name is Tony I’m with ground floor, property management pass by your building the other day, take a quick snapshot or send them a video live from on the property, saw your building, loved it. If you’re ever in the market for a property manager would love to have a conversation with you.

Yeah. That’s it’s non-threatening know. Third party

Mike: approach. Very easy. I like that non-threatening approach, right? Yup. How is the environment today? Here we sit in the middle of this COVID 19 pandemic worldwide, deal going on. How is the environment for you [00:26:00] today? And what’s changed.

What do you see

Tony: the future is going to look like? It’s been an interesting six months. I’ll tell you that. We were shaking in our boots and marks. I’ll tell you, we, we didn’t know what was going to happen in April. But I will say now that we’re going into September COVID, hasn’t impacted my management company whatsoever.

The government here in Canada has stepped up and they did so in a great way, in my perspective, in terms of helping people with with funds, with money, to be able to get them through this experience. The months of may and June were our record we broke every record we had in terms of.

Arrears, everybody’s paying on time and everybody’s paying early now. We’re like, wow. So that was really good. So in terms of that front, in terms of late payment, rents and evictions and stuff like that, we really were not impacted. Now. I know that there’s a lot of places in the world.

We’re affected gratefully. And there’s a lot of states that have come down with some pretty tough regulations in terms of evictions, memorandums and [00:27:00] all that type of stuff. Personally, we haven’t experienced that. So we’re extremely lucky. The biggest shifts are, and the way that we’re now running our operations.

Before we used to have, when we’d rent an apartment, you’d have showings. You’d actually go with people to show them an apartment or a building. Then if they liked it, they would apply for the building and we do our vetting and screening and so forth. That’s now completely shifted. If somebody is now interested in apartment, the first thing they have to do is apply for the apartment.

If, and only they are approved. Then we booked them in for a showing because it’s, we were trying to reduce obviously the foot traffic going into apartments, and we want to make sure that we’re not wasting anybody’s time going into units that we don’t need to. So that’s been a, that’s been a massive change video video showings, FaceTime zoom, zoom sessions obviously is in, is taking over everything.

A lot of people now. I would almost rather do either a [00:28:00] FaceTime showing or just watch the videos to rent the apartments. Now there’s still a lot to actually want to go see it and we accommodate that. But it’s been very good for us because previously we needed a lot more staff to be able to do the showings and all that stuff now to where we’re doing all the screening and filtering on the front end and only bring in the qualified, interested people has greatly reduced My labor in terms of what I got to put into that.

So that’s been really good. That’s probably what I would say has been the biggest shift and being more mindful of our surroundings and our, from the maintenance perspective. For the first couple of months when COVID just came in, we were only doing emergencies only for maintenance. Now.

The work, where I live we’re pretty much things have gone back to normal. So we have zero cases that we’ve had zero cases for quite a while. And our maintenance guys are now, it’s much more Liberty to do business as usual. But we still have that hanging above us to make sure that everybody has the right gear and PPE equipment to make sure that we we can keep everybody safe.

[00:29:00] Yep.

Mike: Yeah. Interesting. Yeah, I don’t know that anybody really has a good answer where we’re headed. I know there’s a lot of speculation, but what’s interesting. As I talked to a, another property manager yesterday and he said that July was their best month collection wise and the least amount of economic vacancies that they’ve had in a long time.

And it’s amazing to me, we’ve got people not working again. Unemployment’s, that’s gone up and people are paying their rent. So it’s really cool. I think the world has come together in the midst of all

Tony: this. You know what, it’s funny. I had this one more thought along this line, cause he just triggered something.

Our vacancy rate is like less than one, 1% right now we’re going through the environment is fantastic. So less people are moving. So that’s a big factor and I’m guessing that’s pretty much all over the place. People are only moving if they absolutely have to, if they’re being, for whatever reason.

You’re seeing a lot less terms happen throughout the market. And I think that’s going to [00:30:00] continue for a while. And I think there’s cause you, you mentioned in terms of the market being on fire, we’re also seeing the. Component of this on fire as well. We’re seeing like record, number of multi-families and buildings being sold in record time and pricing, because I think there’s a lot more investors that have a little bit more time on their hands and they’re home analyzing properties and they’re buying stuff.

The people that have the money. Had the money last year, they had it six months ago and they’ll have it a year or two from now, right? Those are the people that are prepared. And there’s a lot of people that experienced 2007 and 2008, that rollercoaster that have been sitting on cash. There may be sitting there.

They’ve been waiting for opportunity like this to happen, and it’s happened. There’s going to be more and more deals come up as, because we’re still, I think from Canada perspective, I think it’s the same for the states. The government is still throwing in. To people. So we haven’t seen the windfall of when that, when we, when that windfall [00:31:00] stops.

What’s going to happen with various businesses, whether, if it’s bankruptcy’s and different businesses going out of business. And how that’s going to affect the real estate component of people, losing buildings and losing properties. So I think it’s coming. I just don’t know when. Yeah. Yeah.

Mike: Interesting. So Tony, tell us about your book. It’s great name, a door opener, similar to entrepreneur, and th tell us about your book and how


Tony: came to be. So the idea came after. The moment we realized, like I said, a while ago when the landscaping company and the snow removal company, so our costs, our management company and how much fun we were having, building that.

And yeah we, after that we had started another business or maintenance division we had, then we had opened that up to the general public. Then all the, all these interesting things started to happen and I’m like, how can I’m a big journaler. So I journal every day. I do a lot of, meditation and kind of personal work and self-discovery type stuff.

And as I was writing and [00:32:00] writing this concept came up basically in my head. It’s this whole system that we’re doing, what other people be interested in hearing and learning from what we’re doing. And that evolved from idea. And then eventually it was born into the book.

So the book is a combination of strategy of how to build a great management experience, how to take the operational components of the management. How to incubate new businesses and coming up with the ideas and then how to turn those into successful businesses all along bringing in components of life and business.

It’s like the combination of life and business. So I talk a lot about the business aspect of this, but also talk about. A lot of the components that you need to be able to keep the ship going in terms of your personal habits. Self-development, keeping yourself healthy and fit all these different ideas to be able to pull all this off.

So I had exp I had been experiencing all these things throughout a number of years, and again, it was just okay, I’m going to take everything that I do from [00:33:00] my coaching, from the mentoring, the people that I’ve been working with. Distill all this thing in a book so that I want to be able to take to the market because I knew that what we did was working in a, want it to be able to take it to others.

So the book is exactly that strategy. What we did I teach through experience. So everything that I do is basically then translated into content for my students because throughout their journey, we’ve hit most of the issues that they will come up against so that we’re able to provide them with solutions and different perspectives to be able to look through those different, get through those different emotions.

Yeah, it’s

Mike: interesting. It’s I equate it to your lease. I have a residential lease that’s about 10 pages long and it’s probably overkill. But here’s what happens. And I do it for a specific reason because my clients, I teach them, Hey, this is what it should look like, take out what you don’t need and, use what you need.

But every time something happens along the way. You decide, oh, that should probably be in the lease. It’s [00:34:00] just, it’s interesting how that progression

Tony: happens. Yeah. So it took a long time to get all these ideas into one spot. Yeah, for

Mike: sure. So here on a little bit lighter note tell us where in Canada you are.

I know you’re on the east coast, but w how far from the United States are you and where are you?

Tony: So I’m in Moncton, new Brunswick. So I’m about 15 minutes from the Atlantic ocean and prince Edward island is very close by Halifax is usually a destination that some people are familiar with. The closest entry to the U S would be made.

So I’m a boat. Two and a half hours, three hours from Bangor, Maine over. Okay. All right. So you’re up

Mike: there then? Yep. Interesting. Is it cold up there yet

Tony: or? No, not yet. We had a blistering hot summer. Like they do incredible. We’d love to Chicago here too, so yeah. Yeah, no, it was very nice. And it’s starting, the shift happened like last week, the temperatures dipping at night.

So yeah, we’ll [00:35:00] get ready for the next season coming up. So your favorite

Mike: tourist attraction up there?

Tony: Oh, the beach by the water. Okay. Interesting. I’m a big guy, ocean guy. I love the water. We have everything again. 10, 15 minute drive from here. So any voting activities, cottage life anything that speaks to you or not?

It’s amazing.

Mike: And like you said, Halifax is a great tourist destination, so Halifax

Tony: is a beautiful, nice spot.

Mike: Favorite

Tony: restaurant?

Ruth, Chris.

Mike: Okay. Chris, not even the little neighborhood delicate testing, huh?

Tony: Good for you. Ruth. Chris has been always a favorite of mine.

Mike: Yeah. Good, good. So how do people get ahold of you, Tony, if they want to get a copy of your book or learn a little bit more about you and what you’re doing.

Tony: Yeah. So the best place would probably on my website, DOR Within that site, they can get a very good feel of, who I am and what we’re doing here with the door printer. Throughout there, you can get access to different links to the book. You can find it pretty much anywhere [00:36:00] on Amazon Barnes and noble and four chapters.

For those of you that. Yeah.

Mike: Great. Great. Tony, I want to really thank you for your time today. I can’t believe how quick the time went. I looked over at the clock and I went, holy cow. We’ve been at this for about 35 minutes. Yeah, so it went really fast this afternoon and I appreciate your time.

And being here, I’ve learned a lot and I know my listeners have learned a lot. And if you have any questions or you want anything, Tony’s information will be on our website. Go get his book, read his book. I know that the information is priceless and you’ll learn a lot from it. And you know how I feel about education and you getting better and being able to execute more thoroughly because you have more education.

So everybody glad you were here this week and we will see you all again. Next Tuesday, Tony. Thanks for being here.

Tony: Thanks, man. I appreciate it.