The Uncommon Advisor Training Model that Captured $67M

Brad Johnson: Welcome to another episode of Do Business. Do Life. Have Michael and Laura Lehrhaupt here with us today. Welcome to the show, Michael and Laura.

Michael Lehrhaupt: Thank you.

Laura Lehrhaupt: Thanks. Good to be here, Brad.

Brad Johnson: Hey, we got this done. We switched platforms, and I know you guys do a lot of TV, so I was like, “Okay. We’ll be fine. We got the video, we got the audio rolling, but we got this thing figured out on a Friday.” So, now we’re ready to just have a good chat. Well, with that, let’s just dive in because I know one of the things that you all have utilized to grow your business quite a bit is TV, right?

Laura Lehrhaupt: Yes.

Michael Lehrhaupt: Yeah.

Brad Johnson: How did that come to be? Because I know if I look at the progression of marketing and finance, back in the days when I first got in, it was dinner seminars, then it became radio shows, TV. Now, we’ve got YouTube channels, podcasting, educational events, client referral events. So, TV, I think, can kind of be scary. So, how long have you guys been doing TV? How did you venture into TV? What’s it done for your business?

Michael Lehrhaupt: How many years have we been doing TV?

Laura Lehrhaupt: I believe we’ve been doing TV for just about three years now.

Michael Lehrhaupt: Yeah. So, well, actually, I correlate TV with COVID. See, we were the prior FMO that really focused on dinner seminars. So, we were doing very, very well with dinner seminars. We still do them, but COVID hit and we were shut down here in the northeast. We could not do dinner seminars and we had to start thinking outside the box. And the FMO, they were like, “Well, if you can’t do dinner seminars, we don’t know what to tell you.” So, we started thinking outside the box and Laura started focusing on researching on the webinar and stuff.

Laura Lehrhaupt: Yeah. Before the COVID pandemic was actually called the pandemic, I started researching webinars because I was like, “We are going to be not in a good way if we can’t do dinner seminars.” So, I started with them right away, and we hit them hard. As soon as all the restaurants were closed, we just went right to webinars and they were very successful.

Michael Lehrhaupt: They were very successful. Webinar is a little TV, right? It’s like…

Laura Lehrhaupt: It’s kind of like TV. Yeah.

Michael Lehrhaupt: And so, we started thinking we can never rely, a good mentor of ours told us, never rely on one source of income. And so, we started looking and never rely on one marketing funnel either.

Laura Lehrhaupt: Right. Right.

Michael Lehrhaupt: So, we started looking at what are the marketing funnels we could create, and just TV was natural for us. I really like the idea of scaling because in a seminar room, what am I talking to? 30 people? But on TV you could talk to a lot more people. And so, we started looking into it and one thing led to another. It’s evolved big time. In fact, today we have a crew here, a TV crew doing some B-roll for our new TV show that we just recorded last week but it evolved. And, yeah, we continue to do it. And it does work in a lot of different ways.

Laura Lehrhaupt: I think a really big factor also is there are a lot of people who will never go to a dinner seminar. They’re just not going to go. So, we were like, “Ooh, there’s more people won’t go that will go. So, how do we reach them?” And that was just another way to reach them and it’s been good.

Michael Lehrhaupt: Yeah. One of the words I use is like being everywhere.

Laura Lehrhaupt: Omnipresent.

Michael Lehrhaupt: Omnipresent, right? So, we wanted to be omnipresent. And it works because we’re on a plane sometimes to Florida and just last week, someone on a plane was like, “I see you guys on TV.”

Laura Lehrhaupt: Yeah, the guy in front of us. I asked him a question, and then he was like, “I see you on TV.” And it’s happened a lot. So, the thing about that is you have to start acting really nicely in public.

Michael Lehrhaupt: Yeah. She reminds me all the time.

Brad Johnson: Have you got Michael trained up yet?

Laura Lehrhaupt: It’s like..

Michael Lehrhaupt: She’s like, “Be nice! Be nice!” It was just last night’s seminar, someone’s like, “I watch you guys on TV all the time.” So, it’s been helping our seminar numbers as well.

Laura Lehrhaupt: It is. Yeah.

Brad Johnson: Yeah. Well, they say necessity is the mother of invention. So, COVID was wild. I remember we were actually in Texas for an advisor event, a training, and I remember watching Sports Center and it was March, so it was spring break. And they’re like, “The NBA’s canceling the rest of the season.” I was like, “Oh, this just got real.” Because I think until then everybody was like, “Yeah, there’s this thing going on in Asia.” We didn’t really understand it. But if you look at 2020 and your marketing calendar and then all of a sudden it’s over, that was pretty wild for a lot of advisors at the time.

So, let’s go to webinars. Because webinars are almost like a virtual version of a seminar, but the difference is people can leave immediately. Like, if you’re not holding their attention, they’re clicking off and they’re going somewhere else, where a dinner seminar where they’re physically present, they’re probably not going to walk out of the room, at least not until after the meal. So, what did you learn, difference between a great seminar presentation and a great webinar presentation?

Laura Lehrhaupt: That’s a good question. I think when it all started, people were thirsty and starving for distraction. So, when we started doing this, a mentor of ours said, “Work your database. Like, definitely work your database.” And we have a very large database. Actually, that’s one of the best things we’ve ever done is we have 35,000 contacts in our database, which is actually a large number. And we just emailed all of them. And on the first couple of webinars, we had over 120 people, and I think they were just looking for something to do. And on our webinar platform, they all maintained, at least, it said they were staying with the webinar. So, we learned when people are bored, they’ll watch a webinar.

Michael Lehrhaupt: Well, it’s different today than it was during COVID.

Laura Lehrhaupt: It is.

Michael Lehrhaupt: COVID people were really…

Brad Johnson: COVID was weird.

Laura Lehrhaupt: It was.

Michael Lehrhaupt: They wanted webinars. They stayed on it. But we got creative on our webinars during COVID. Actually, we’re like, “People can’t get out. What else can we do for them?” So, we actually had people on our webinars, not even about financial. We had an organizer like teaching people to organize. We had someone who did tai chi. What else did we…?

Laura Lehrhaupt: Meditation. We just try to keep them on that virtual type of thing to get them, yeah.

Michael Lehrhaupt: Today, I would say you can’t be too long on a webinar. You have to make it short. You have to make it concise. You have to engage with the audience. So, today it’s a little different, but we do do webinars still, but more to our database. We haven’t found a lot of success outside the database. But when you market to your database, it’s really neat because the webinar doesn’t cost anything. So, it’s an edge. It’s part of what we’re doing.

Laura Lehrhaupt: I would say a couple of things. Yeah, I just did a webinar for everybody. But we also, and this is the good thing about living on the East Coast in the Northeast with the weather, we actually watch the weather. And if there’s a snow thing happening, we just shoot out a, “Hey, we’re having a webinar tonight. Stay warm and watch our webinar,” kind of thing.

Brad Johnson: Okay. So, this is not to replace a seminar that’s getting cancelled. They’re literally like everybody’s snowed in and not getting out so we have a captive audience where you’re just going to pop an impromptu webinar.

Laura Lehrhaupt: Exactly.

Michael Lehrhaupt: Saturday morning. I love it.

Laura Lehrhaupt: We figured out with webinars, last minute is better. If you tell someone a week in advance and they respond they’ll be there, they probably won’t come a week later. But an hour before, “Hey, we’re having a webinar in an hour. Jump on,” it’s much better for immediacy.

Brad Johnson: That is interesting.

Michael Lehrhaupt: That is very true, right? And Laura taught me that because like two weeks before the webinar, I’m like, “We got five people or seven people.” But like when you do it a day or two before or that day, that’s how people react to webinars. You can’t do it too far in advance.

Laura Lehrhaupt: No. It’s not like a seminar. It’s very different.

Brad Johnson: Okay. So, this is interesting. So, I want to get back to how you got that many people in your database here in a second. So, you’ve got 35,000 people, emails in your database. You’re literally dropping an email that says, “Hey, we’re going live in an hour. Join us. We’re going to talk about fill in the blank.”

Laura Lehrhaupt: Yeah.

Brad Johnson: Is it the same content every time? Are you kind of writing the headlines like, “Hey, tech stocks dropped like crazy today. Hop on the webinar. Let’s dive in and have a conversation?”

Michael Lehrhaupt: That’s a good idea.

Laura Lehrhaupt: Yeah. The good news is we’ve done multiple different types of webinars. We’ve done ones that are a client event, where we’re doing like a state of the company. That’s a little bit more noticed. So, that was especially during… But we’ve done it recently like we’re just like, “Hey, you know what? Let’s jump on to do a state of the company.” Even though there’s no pandemic we’re like, “Let’s just do this.” But we’ve done them so much. We have like a long-term care one we can pull out of our hat. I just did a Social Security one. Michael does annuity one. So, it just kind of depends on the environment and like rotation and what we haven’t done.

So, it is extremely immediate. We do have slides. We can fix them really quickly and we’ve been working. We use WebinarJam, which we’ve been using since day one. I found WebinarJam to be the best one on day one and we’re so familiar with that. And they’re such a good webinar platform so it just works so well.

Michael Lehrhaupt: But to be crystal clear, you can’t drop your other marketing.

Laura Lehrhaupt: Oh gosh, no.

Michael Lehrhaupt: If you do webinars alone, you wouldn’t make it. They’re just an addition to keep people engaged. It’s an omnipresent thing. They came to a seminar, see you in the webinar. You just got to do everything. The webinars work, but not by themselves.

Laura Lehrhaupt: No.

Brad Johnson: Yeah. Well, the visual I always use when it comes to marketing and finance, it’s like a wagon wheel where your hub is the office in the middle. And now all of the spokes are all of the different marketing funnels you have. And to your point earlier, if your only spoke is dinner seminars and COVID hits, you’re in a very rough spot.

Michael Lehrhaupt: That’s what happened. Yeah.

Laura Lehrhaupt: Yeah.

Michael Lehrhaupt: It was a great spoke and still our strongest spoke but it’s like, “Oh, we’re out of business.”

Brad Johnson: So, going back Mike, well, Laura, you’re actually doing the seminars now, right? I know Michael probably did them back in the day. So, do you both do the live presentations now or, Laura, do you lead those?

Laura Lehrhaupt: Well, I did do them back in the day a little bit. And then I leaned more into the marketing. And now I do the educational workshops. Michael does the dinner seminars, like the more of the dinner stuff. I do the educational workshops.

Michael Lehrhaupt: Yes, I do…

Brad Johnson: Oh, go ahead Michael.

Michael Lehrhaupt: No, I’m doing the dinner seminars, which are much more direct. And then she joined the educational social, right now social security, but educational ones. And it’s kind of funny. Some nights, well, she’ll be at one and I’ll be at another and we meet each other at home. It’s like divide and conquer. And then we’re like, she’s got these appointments, I got these many appointments.

Laura Lehrhaupt: It’s a little competitive.

Michael Lehrhaupt: And we actually look at something. Wow. Look at that.

Brad Johnson: Oh, you got a little competition going on. Okay. Well, I just figured you’d be like, “Hey, swing over to my dinner seminar after educational event. We’ll go on a date.”

Laura Lehrhaupt: There’s dating, but not after a seminar. We’re totally in business mode.

Michael Lehrhaupt: We’re bad.

Laura Lehrhaupt: Yeah. We’re bad.

Brad Johnson: So, for those advisors out there, because sometimes advisors don’t fully know like, “Okay. Here’s what’s classified as a dinner seminar. Here’s how we define an educational event.” Give us what’s the same and what’s different on those two different styles of events.

Michael Lehrhaupt: Well, I can only speak for us, right? So, our dinner seminar, obviously, people come in to a nice restaurant. I give a presentation about an hour and 15 minutes. They enjoy a nice dinner, but the presentation is very directed towards our Rock Solid Retirement Plan of protect, preserve, and grow. It’s very directed. It’s very specific. It’s a little more pitchy as far as what we do. And if you want what we do, come on it. Hers are more educational. They’re through a nonprofit.

Laura Lehrhaupt: Yeah. I went and got the certified financial fiduciary resignation or designation, not resignation, designation. Yup. And then I work with FFE and it’s obviously done in more of a public space, town centers, and libraries, and things like that. And we work with FFE. There’s no food. There’s a Jolly Rancher and maybe water.

Michael Lehrhaupt: I kind of make this joke. I gotta be upfront. I was not a fan of educational seminars at first, right? I’ve always been the dinner seminar guy. And so, I know you guys have taught us a lot of people having success with them, and it’s a very different crowd. The people who come to education are different than dinner. So, we’re like, “Oh, we can get a new audience, right?” So, I laughed because when we just started doing them, here I am offering a beautiful dinner, steak dinner. Come on in. And I’m having trouble filling the rooms. She gives them a bottle of water and a Jolly Rancher candy, and she’s filling the room. So, I’m like this is the funniest thing I’ve ever seen.

Laura Lehrhaupt: Well, it goes back to not everyone’s ever going to go to a dinner seminar, at least not if they get it in the mail. So, it’s another way to get in front of people, which is good. But in addition, doing the stuff has also added value for our clients. I can’t tell you how many clients just call me about Social Security questions. So, it’s just a great way to also establish some more credibility and offer them more things than doing business with us. So, it’s also that too.

Brad Johnson: Back to existing clients, let’s say an existing client wants to come to the dinner seminar or wants to come to the educational event. Obviously, you can’t have a room, from a marketing standpoint, just full of existing clients, the ROI wouldn’t really work there. But how do you do that if existing clients want to come to one or the other of those?

Michael Lehrhaupt: Look, we love having a few clients at these type of events because it really helps the room. And I’m all for it and actually a lot of clients do more business with us. I mean, I’d say, taking the recent opportunities lately of having people take an old policy and maybe upgrade to a new one, taking that out of the equation, even before all that started, look, 40% of our business came from clients adding more…

Brad Johnson: Each year, 40% of your business came from people that are already working with you.

Laura Lehrhaupt: Yeah, we’re very much involved. We’re having an event tomorrow. We have about 225 clients coming tomorrow to a big event. We really do invest a lot in time and energy and money, obviously, in our database and in existing. And we do get a lot of repeat business, and we do get referrals, and it’s precious really.

Michael Lehrhaupt: So, to answer your question, I don’t mind having clients. We don’t want too many clients there. This is a balance. But also, look, we also don’t want the same client every time, so it really depends on the client and when they’re coming and the time frame. But also, clients like to hear it again, so I’m all for it as long as it’s not like taking advantage of.

Laura Lehrhaupt: Yeah. We have policy. So, this is…

Michael Lehrhaupt: We put a policy in place because of that.

Laura Lehrhaupt: Yeah. I mean, the database thing is huge. And we have a really good database program, CRM, where we’ve built it in, where if they’ve been to a dinner seminar in the last 90 days, they do not get and clients do not get invited again. It’s a very, yeah, because we just don’t want the same people coming. Like, we have rules and policies about that.

Michael Lehrhaupt: Because some…

Laura Lehrhaupt: Some come every night.

Michael Lehrhaupt: Come every time and like, wait, wait.

Brad Johnson: Some clients love that perk, I’m sure.

Laura Lehrhaupt: Yes, they do.

Michael Lehrhaupt: They do. And we try to be pretty fair, but also if a client wants to bring a referral, that happens all the time too.

Laura Lehrhaupt: Yes, it does. Yeah.

Brad Johnson: Well, I didn’t hit this out of the gates, but I probably should have. So, if I look back just the last three years, so as we record this, it’s the last day of February 2025. That went quick, right?

Laura Lehrhaupt: Yeah. Oh my gosh.

Brad Johnson: So, as I look back, so 2022 full year $41 million of total assets with the team of six. 2023 jumped to $47 million and had about ten team members. And Michael was doing the vast majority of production so well over 50% each of those two years. And then last year, 2024, team grew to 15, total assets $67 million. So, a $20 million growth on top of 47. That’s a big year.

Michael Lehrhaupt: Yeah, we had a breakout year.

Laura Lehrhaupt: Yeah.

Brad Johnson: But what’s really cool, now four advisors on the team, and your production individually, Michael, dropped to about, you said 10%, 15% of that total. So, that’s awesome. That’s flipping from a financial advisor to a business owner, right? Now, you have a team. So, that 2023-2024 shift, and feel free to like weave in how you did this at the dinner seminars, the educational events, the TV, but what changed that allowed you to both grow, but also you personally to decrease the amount of business you were doing?

Michael Lehrhaupt: I always wanted to scale the business that way, so it wasn’t like all of a sudden overnight I decided to do it. I’ve always wanted to do it. What really changed is the support system around us, including you guys. I wanted to do it. I just didn’t have the right support system to be able to do it because it’s not easy. It is challenging. And my mindset was I was doing dinner seminar, doing appointments, doing dinner seminars, doing appointments. It was burnout. And I was like, “I can’t sustain this. I’ve got to change.” But I needed the right support system around on how to be a better leader, how to grow advisors, how to find the right advisors, how to work with them, how to work with a team, how to create a culture in our office. So, all that really started working and taught me a little patience. And my partner here teach me patience every day. Yeah, I mean, that’s the goal.

Brad Johnson: I know you’re like, “We’re kind of joking,” but you were so spot on. You cannot lead a team without patience. And that’s the thing I’ve seen a lot of advisors struggle with because it’s like, “Just do it this way. You know, it’s not that hard.” But the reality is you bring on a 25-year-old, you’ve been doing this. I was looking, Michael, ’98 you’ve been doing this. I was a junior in high school, man.

Laura Lehrhaupt: Now, we feel old.

Michael Lehrhaupt: I’ve been in this business a long time.

Brad Johnson: You’ve been doing it a while. And so, sometimes it’s the curse of knowledge where you’re like you don’t have the patience to download all the experience out of your brain into the next one in line. And so, I think that is way underestimated as a leader is just having patience. And it’s kind of like being a parent. Your kids are going to fall and skin their knees sometimes and that’s just how growing up works. So, what tips would you give other advisors out there? Laura, feel free to chime in too. If you’re like, hey, they’re just venturing into adding a non-founder advisor on the team, and how you have the patience to get them up and running or anything that you all have learned as you train people up?

Michael Lehrhaupt: I’ll let you start if you want.

Laura Lehrhaupt: Oh, wow. Well, first of all, it’s a numbers game. You just have to really interview. It’s hard, but you got to interview a lot of people because my grandmother, I always quote this. It’s one of my favorite sayings that she used to say. There’s a lid for every pot. And if you’re someone who’s in the kitchen, you really get that. Every advisor, just because they’re an advisor, we learned, is not necessarily a good fit. Just because they have what they need to be an advisor doesn’t mean they have what’s going to be a good fit for your team. So, it really is about interviewing and like you’re in the NFL, right?

Michael Lehrhaupt: Yeah, yeah. Well…

Laura Lehrhaupt: Just keep interviewing and…

Michael Lehrhaupt: Recruit, recruit like NFL recruits. Always got to be recruiting.

Laura Lehrhaupt: Yeah. And the funniest thing is the people who we’ve interviewed that I think won’t work out have been our best fits.

Michael Lehrhaupt: Some of them. Yeah.

Laura Lehrhaupt: Yeah. So, you just don’t always know. So, you have to be open minded. You have to meet with a lot of people, kiss a lot of frogs, and stay positive and be patient is what I would say.

Michael Lehrhaupt: A few other things. Some people in the business put the fear in you that if you’re hiring advisors and they start to do well, they’re going to go out on their own and become your competition. You can’t worry about that. If you offer the value that you offer, they’re going to be partners with you and stay, right? You can’t build a business worried about that. So, I would say you got to find the right culture fit. A person could be an amazing candidate, but they’ve got to fit the culture. Secondly, though, you’ve got to give them time. It takes, I’d say, a good six months before they’re kind of up and running and really able to master the things that we try to train them on. And lastly, the training in our office never stops.

Every day at 9:30 a.m. I have a team meeting with our advisors, and we role play and we practice, and we go with what’s going on in the industry, and we keep up to date. We train all the time. You never stop training. I’m really big into, I mean, I’ll call it sales, but I’m really big into training to overcome objections, to do a better job, ask better questions on an interview with a prospective client. Like, you got to ask hard questions. You got to do this. You got to do that. So, we’re really, really into always training.

Laura Lehrhaupt: I think role play is a huge part of advising, helping people be great advisors, because there have been times when people fall off a little bit, if you don’t touch base with that.

Michael Lehrhaupt: Here’s a mind shift. You know this because you guys teach it, but who are our clients? Our clients technically are our team.

Laura Lehrhaupt: Yeah.

Michael Lehrhaupt: Now, our advisors represent to us. They’re meeting people on appointments, but they’re our clients. And so, we treat our team like our clients. And sometimes just having a tough day, you got to talk to them. What’s going on? You got to ask them the hard questions too. And if someone’s not working out, honestly, get rid of them quickly.

Laura Lehrhaupt: Yeah.

Michael Lehrhaupt: There’s a saying people quit before they’re fired. And if someone’s disengaged, you probably waited too long to fire them.

Brad Johnson: Yeah. Well, there’s so much you just shared there that’s spot on. I heard it said a long time ago, and I think the old school version of this is like the customer is always right. And I heard one of my mentors, who you all know, Michael Hyatt, he basically shared, he’s like, “Well, here’s the thing. If you’re going to build a business, a business is bigger than you, the individual founder, which that means it takes a team. And who’s going to serve the client or the customer? The team.” Like, you can’t be all things to everyone, right? That’s what leads to the burnout. And so, he’s like, “If you prioritize the customer or the client over the team, you’ve got it backwards because you have to prioritize the team so they can prioritize the client.”

And that always stuck with me and I think that’s spot on because I think a lot of, especially founding advisors, when you started out, it was sink or swim, survival of the fittest. So, you’re always like, “I got to get the next client so we can keep the revenue up so we can keep the doors open.” So, it’s almost counterintuitive when you start to build a business that you kind of have to flip it a little bit, back to the patience that you were talking about earlier, Michael. And I think that is so spot on. So, let’s go back to a training track, you said about six months. And I’ll tell you what I love is you said you train daily. So, daily 9:30. Is it the same format every day? Are certain days role play days? Are certain days like, “Hey, we’re going to go through a case or a prospect we swung and missed on”? Like, what’s your kind of agenda for that 9:30?

Michael Lehrhaupt: I’d say all the above depending on the day, depending on what’s going on. Sometimes it is using a case study. Sometimes there’s a new information in our industry that comes up.

Laura Lehrhaupt: Sometimes we bring transfer in and we do a meeting with the transfer department. Sometimes we bring marketing in and the marketing people need feedback. “How’s it going out there? What are you finding?” So, sometimes it’s actual role play for them, but a lot of times it’s the other departments coming in also because we all have to stay in touch with each other.

Michael Lehrhaupt: Sometimes handling objections. It depends. I’d mix it up. My favorite’s the role play though, because we’ll be in a room and one of us will go up and do their role play and do their presentation, and we’ll go around and give them feedback, what worked, what didn’t work, what we can do better. Really impactful. And I’ve always been taught that. You say I’ve been doing this since 1998. I have, but what we’re doing today was very different than what it looked like in 1998.

Laura Lehrhaupt: Boy, I was in junior high or whatever. I was a junior high with Brad. What year was it? ’98. Yeah. Junior.

Michael Lehrhaupt: When I started my career, I was doing Medicare programs with Humana, healthcare in Florida, right? And there were HMOs back then. We’re signing people up. And I remember, like, I gave presentations or at a doctor’s office when patients come in and talk to them. I remember you were at one of those, right? Weren’t you at a presentation?

Laura Lehrhaupt: We were 22.

Brad Johnson: Wait. If you fall in love at a seminar, how did this go down?

Michael Lehrhaupt: Yeah.

Laura Lehrhaupt: I did go to, like our fourth date was me going to something he did for that. We were like 22. Really, we were very young now that we think about it.

Michael Lehrhaupt: We met in Florida. And then, yeah, she came to one of my presentations.

Laura Lehrhaupt: I did. I met your mom.

Michael Lehrhaupt: Yeah.

Brad Johnson: Wait. You met Michael’s mom the first time at a seminar?

Laura Lehrhaupt: Correct.

Brad Johnson: That is…

Laura Lehrhaupt: So perfect. Yeah.

Brad Johnson: That is perfect. That’s good. Okay. So, I’ve told this story before on the podcast, but here’s what I love about the daily training at 9:30. I’ve heard the most frustration, I swear, over the last 20 years from founding advisors like, “I hired this guy. I thought he was going to be a great advisor. Hired this girl, thought she was going to be a great advisor. Oh, and they can’t close.” And it’s like this almost like finger pointing and then you’re like, you ask them, you’re like, “Well, what was your training process?” And there wasn’t one. It was, “I hired them and I threw them into appointments.” And that’s like taking your kid, throwing them in the swimming pool and getting mad they can’t swim.

And so, I love the accountability of like, “Hey, we have high expectations. We’ve got A players here, but I’m going to run the bootcamp on the daily.” And it doesn’t matter what industry. I remember I was interviewing a guy that built like a multi– I think it was a billion plus valuation real estate company in California. And he’s like, “The secret? We trained daily.” And so, have you always trained daily? Has that just been part of your mantra or did you figure that out like, “Hey, this is what it’s going to take”?

Michael Lehrhaupt: No, I haven’t always trained daily but the role play thing has always been a big part of what we do. So, the role play has always been there but I went to a sales manager workshop not too long ago, and they really instilled on me how important it is to do it daily. And ever since then I said, “You know what? My role is a sales manager.” Until I can grow and then hire a sales manager like my role is, and I’m really good at training, I’m really good at sales training, right? So, ever since then I say, “Hey, every day we’re going to do it.” So, role play has always been a big part.

Brad Johnson: Is this the Grant Cardone group or was it something else?

Michael Lehrhaupt: Yeah. It was a Grant Cardone group.

Laura Lehrhaupt: It wasn’t formal before. I mean, it always has been a big part, but now it’s actually a formal thing and I have to credit Anne Hyatt also. We saw her, when was that? Like in the fall.

Brad Johnson: Before that. Was it Amelia Island?

Laura Lehrhaupt: Yeah, yeah, yeah. She was fabulous. She talked about meetings and how important, and never go into a meeting without an agenda. And so, everything became much more formal also for the whole business. I mean, we never do a meeting anymore without an agenda. Even Michael writes down what it’s going to do in the role play or in the sales meeting. Marketing, everything, there’s an agenda always. It could be me or Michael scribbling just to what we’re going to talk about. But before Anne, it was much less formal, at least for me. I don’t know for you, but she really…

Michael Lehrhaupt: There’s a lot of thought that goes into it, but one of the things that I have to remember is I want to keep those meetings positive. It’s easy to kind of… You don’t want to pick on somebody. Even if you see something wrong, you want to make it more positive, more educational. It’s all about just getting better. And our team knows that we work as a team with our advisors so they know it. But, yeah, the meeting thing we started doing even since…

Laura Lehrhaupt: Probably around there.

Michael Lehrhaupt: What?

Laura Lehrhaupt: Probably around there maybe. Sometime around there.

Michael Lehrhaupt: But we’ve always had role play. We’ve always had sales meetings, sales training. We’ll actually take a day out of the office and go off site and do a full day of role playing, a whole day of training.

Laura Lehrhaupt: We actually did boot camp for every single department.

Michael Lehrhaupt: We got boot camp. Yeah.

Laura Lehrhaupt: So, we do transfer boot camp, marketing boot camp, and sales boot camp. We took each department separately offsite, and we did that too because it’s really important.

Brad Johnson: Yeah. I heard it said recently, leadership is just coaching. That’s it. And so, if you think about what you’re doing there, it’s practice, right? Hey, we’re doing a daily practice. And the thing I was just having this conversation the other day. Well, I think you were on there. It was the Michael Hyatt mastermind where one of our other members, Josh, he’s like, “Man, we’ve got somebody kind of underperforming and I feel like sometimes we’re too nice.” And me as an Enneagram 7, I default to just sometimes I want people to like me too much. And if you’re leading a team, you still have to hold people accountable, right? And so, this dynamic of love in one hand, but truth in the other.

And sometimes people are too heavy on the love where it’s like you just tell people, “Oh, good job. You got this,” but they’re actually not doing the job so you haven’t given them enough truth. Michael, on the other side of that, too much truth like, “Hey, you’ve blown the last ten sales. You’re not…” Like, you’re going to ruin their confidence and they’re out the door. But I also love the fact you’re like, “Hey, we try to keep it positive. We’re trying to sprinkle the love into the coaching to build people up and encourage them.” And because, as you know, you can’t go into an appointment with no confidence. It’s over before it starts.

Michael Lehrhaupt: And I’m an 8, so I could tend to be that kind of like, “Hey, man, you blowing all these cases. What’s going on?” But, look, if you’re spending $300 to $500, let’s say to have an appointment in your cost of an appointment, man, you better practice beforehand because you need to warm up. And so, that practice, I’d rather have the mistakes in the room training than the mistakes in person.

Laura Lehrhaupt: I’ll tell you, we were talking a little bit ago about what to look for, for advisors and leadership. And as we’re talking, I’m realizing a very big part of what we do is discipline. Michael and I happen to be very — I’m a 1, so I like following things. And what we do for advisors and for our whole team actually is help with the discipline. I mean, when you’re an advisor on your own, it’s harder when you’re not being held accountable. So, it’s really important to be disciplined about everything you do. And I actually enjoy that because I’m a 1 so it comes pretty naturally. But for other people it’s not as natural. So, it’s important. Part of success is to be able to be disciplined about what you do, I think. Yeah.

Brad Johnson: Yeah. Well, one consistent thing at every Triad experience when I’m hitting the gym in the morning, you two are always there. So, I feel like you’ve carried that into other aspects of life too. So, if you’re going back to interview a potential advisor, I love it, Laura. You’re like, “Hey, do lots of interviews. Don’t just hire the first person that pops their head up.” Are there ways that you filter or try to figure out with those advisors? Is there a discipline level there? Have you been able to kind of curate that as you’re adding advisors to the team?

Laura Lehrhaupt: Well, you do more of the financial advising team interviews than I do.

Michael Lehrhaupt: I do but I have one little secret on that. I give you guys a little tidbit.

Laura Lehrhaupt: I’m learning something, Brad.

Michael Lehrhaupt: No, no, you know. I mean, look, besides a typical interview, and you all at Triad’s really help with understanding the Enneagrams, which I think are really important.

Laura Lehrhaupt: It’s very helpful.

Michael Lehrhaupt: And the Kolbe, which I knew before, and just making sure, but here’s a little thing that really I thought created a lot of help in our interview process, particularly with advisors. If I had someone that I kind of think could be a good advisor, I will have them come as a guest to my dinner seminar. Now, here’s the thing. I learned so much about them when they come as a guest. One guy came in. He acted rude to my team. He thought he owned the place. I knew right away you’re not going to fit, right? I could see how they… Are they taking notes? Are they interested? Do they have the same philosophy as we have in our system? But then I have a sit down one-on-one dinner with them.

Kind of after we’re done with the seminar, I go to a table. We sit down and like the shield goes down for them, right? They tell me all about they get… It’s very informal, and I start to learn more about them too, and I really get to know them. And that gives me a good indication if I think they’re going to either work or not work. And there’s many of them I’ve met who, like, I liked them but after meeting with them and having them come to the seminar, no way.

Laura Lehrhaupt: Yeah. And I would say, if you look at our team of advisors so far, what they all have in common is they are all extremely disciplined. They came to us that way. Like, it’s not like we had to make them that way. I mean, like Anthony’s been on sports teams. Tim has been in the business for a long time and, yeah.

Michael Lehrhaupt: They’re all good at prospecting too.

Laura Lehrhaupt: They’re all good. Yeah.

Michael Lehrhaupt: That’s important. Like, I need advisors who can prospect. And so, they’re all good at that. That’s what I look for because you got to be able to prospect in this business too. But I find the secret to bringing them to the seminar and getting to know them a little bit.

Laura Lehrhaupt: Yeah. That’s a good point.

Michael Lehrhaupt: Really, really, really impactful.

Brad Johnson: That is a simple idea that I’ve actually never heard before. I’ve never heard an advisor say, “Part of my interview process is I have them attend one of my presentations as a guest,” because I’m just thinking we might add that into what we do on Triad. Because to your point, you look out in the audience and you’ve got an advisor that’s a potential hire, and they’re sitting there just like looking around, not taking notes. When if you truly want to be an advisor on your team, you would be scribbling notes like crazy during the presentation to try to figure out, “Okay, here’s what I could do if I was the one giving the seminar.” So, I think right away you’re going to see who the students are and who that aren’t. What percentage of those that have attended actually take notes? I’m curious now.

Michael Lehrhaupt: I’d say 30%.

Brad Johnson: Okay. And do you ever hire one that doesn’t take notes?

Michael Lehrhaupt: And it’s not only the notes. It’s like after the seminar, “Oh, yeah. I’ve done these seminars before.” It’s like the ego can’t be there.

Laura Lehrhaupt: Look, it’s from the minute they walk in. We’ve had people come to seminars in jeans and a shirt and they want to be it. Like, Michael’s like, “I’m sorry, but you don’t come to a professional event dressed like that.” Right away, I can see Michael’s face. It’s a no. Like, some guy walks in like that, he’s not probably going to — he doesn’t understand right off the bat what this is. So, it’s everything really. It’s demeanor.

Michael Lehrhaupt: It’s every single thing.

Laura Lehrhaupt: It’s interaction with the team. We’ve had people, like Michael said, rude to our team. And then we asked, actually. We actually ask our team for feedback. Like, what did you think of them? What did they say to you? Because they do talk to the team while Mike is up there. And that’s a good indication too. I mean, we don’t leave the choice up to them, but we ask them for feedback.

Michael Lehrhaupt: Are they late? That is a big pet peeve of mine. If you’re not early, you’re late. So, I take all that into consideration. There’s a lot of little things you can tell, but that’s one of the things we do on our interview process.

Laura Lehrhaupt: Even if they don’t show up. We’ve had people not show up.

Michael Lehrhaupt: I’ve had people not show up too.

Brad Johnson: Hard to hire somebody that doesn’t show up.

Michael Lehrhaupt: Yeah. Yeah. But, yeah, I think that’s a little kind of tidbit that has been really helpful at our interview process.

Laura Lehrhaupt: Yeah, it has.

Brad Johnson: I love that filter.

Michael Lehrhaupt: I’m very selective who I hire. I’m very selective right now.

Brad Johnson: Okay. So, let’s go back kind of the growth that we kind of previewed. So, 41 million to 47 to 67. Team’s growing by about five per year. Production really popped last year. Are there other things? Did you add new marketing funnels? What led to that 20, that massive growth there? Once again, your individual appointments declined, Michael, which is that’s what most advisors would want as the business grows and your time to sell declines.

Michael Lehrhaupt: Yeah. So, what would you say?

Laura Lehrhaupt: I would say a couple things. I would say a few of our salespeople got their feet wet for a year or so, two years, and now they’re really taken off. I mean, we’ve got $20 million producers now.

Michael Lehrhaupt: That’s the biggest thing.

Laura Lehrhaupt: Yeah. I mean they were in that and they’re young like 26.

Brad Johnson: So, would you say so when Michael kind of previewed that six-month training, a lot of that was going on in 2023 to prepare for 2024 where they could really ramp?

Laura Lehrhaupt: Yeah. It was a little bit of investment and time in. You had to put the time in with these people and, yeah, then they really launched and took off really well last year.

Michael Lehrhaupt: I remember, one of our advisors, and we love them all, but one of our advisors, he’s an 8 Enneagram too, so he’s hard on himself. And I remember after he started and he was having a tough time, he’s really quit. And it’s funny, I had to talk him off the ledge, but I told him, you know how many times I’ve been talked off the ledge too? So, I related to him, and we worked with him and for last year, he did well in 2024, because he was really nice to him for about six months, right? I think he did what about…

Laura Lehrhaupt: These are like 4.

Michael Lehrhaupt: Like, $6 million.

Laura Lehrhaupt: 4, 5 maybe, something like that.

Michael Lehrhaupt: I think he did about $6 million.

Laura Lehrhaupt: Okay.

Michael Lehrhaupt: Well, this year, he’s our number one advisor right now.

Laura Lehrhaupt: He’s killing it.

Michael Lehrhaupt: He’s done about $3 million so far this year. So, it took time to develop it.

Laura Lehrhaupt: It did. It took him time.

Brad Johnson: Well, and I mean going back, I look when I first got in the business and I know both of you have done presentations, also appointments. Confidence does not happen like that. You’ve got to do reps. You’ve got to get be the old Mike too. I see that, well, everybody’s got a plan, so you punch in the face. Well, every advisor’s a great advisor until you get punched in the face a couple of times and kind of bruises the confidence. So, I think, that daily training and instilling confidence, that’s great leadership. It’s hey, you got this. I’ve been there too.

Vulnerability as a leader, back to creating an amazing culture, think about the leader like Michael, if you came into that 9:30 training and just were berating and saying, “Oh, you guys are all for 10. You suck, you suck, you–” By the way, I’ve seen founders that run their teams like that. On the flip side, you’re like, “Hey, you got this. I’ve been there too. Let’s jump in, let’s do some role plays, and we’ll get through this little season that you’re struggling in.” Like, that, who doesn’t want to work for that?

Michael Lehrhaupt: We had another advisor who was struggling and said, “Go ahead, do a role play for us.” And we noticed some things that needed to be improved. It really helped him. And now, he’s back on track.

Laura Lehrhaupt: Totally. Great week, so far.

Brad Johnson: How do you– sometimes, receiving feedback that’s not great, it’s like, hey, Michael, so when you asked that question, you got to rephrase it this way. How do you develop a team that’s open to feedback, that doesn’t resist feedback, that doesn’t let their ego get in the way of feedback, so they can grow? Is that part of the hiring process? Or is it just you’re repping it so much they just get used to it?

Michael Lehrhaupt: Well, a few things, we make it with our team, especially the sales team, the advisor team. We’re all here to get better. And we leave the egos at the door and I ask to have permission to be a little hard on you. Do I have that permission? What is it called?

Laura Lehrhaupt: I would like that.

Michael Lehrhaupt: All right, you got it.

Laura Lehrhaupt: What’s going on?

Brad Johnson: Okay, well, hey, so now we can just take this to the life side, too.

Laura Lehrhaupt: Can I have permission to be…

Brad Johnson: It’s good thing Sarah’s not on here she’d be chiming in right now too.

Michael Lehrhaupt: I got you for 30 years. These guys have never. No but it’s called ruthless compassion. You want to be compassionate, but you want to tell the truth. But the other thing is old Tony Robbins’ thing that I learned because I’ve done tons of Tony Robbins’ events. Whenever they give a critique, they start with the positives first. So, you got, okay, what did you do right? Let’s go over it, give him positive feedback. And then we get into more of the, hey, this is what we can do better.

Laura Lehrhaupt: I also think a big part of it is credibility as leaders is a really big part of like– so Michael, obviously, has done amazing in his career. So, he has a lot of credibility. He’s really very successful in terms of being an advisor.

Michael Lehrhaupt: Thank you, and I get a tape recorder.

Brad Johnson: Do you know he works you up right there?

Laura Lehrhaupt: No, but he is. He’s really successful. And then we also are united front. And I feel like our advisors know it’s safe and we have their back. There hasn’t ever been a time when something’s happened with a client or non-client where we haven’t stood up for them, at least in the front. And so, I think if you do that, they feel like, okay, these guys got us.

It’s a lonely business, Michael, always– I mean, when it was just me and Sharon, I mean, it’s a really lonely business. And I think there are advisors out there who are lonely and need it. There are. Aand that’s what we provide. And when you provide that, we get credibility, and then they feel like, okay, they’re doing this to make us better. And that’s a good thing, so yeah.

Brad Johnson: I love that. So, let’s go to, you mentioned earlier 40% of your business came from repeat business from clients. And I know both of you are very talented musically. I don’t know how much of that kind of transfers over to client events, if you guys ever perform or anything for your clients. But what sort of fun client events are you doing? Because I’m just assuming that’s part of the recipe if you’re generating that much repeat business from your existing clients.

Michael Lehrhaupt: It is, and we’ve done many different client events. Some of them, there was movie events. We’ll rent out a movie theater, and sometimes, it’s like, bring your grandkids. Lion King, we did years ago. It was just a feel good event. Ssome events we do are more about education, right? But probably, the premier client event we do and actually, it started from COVID, too, because we were looking to do something more outside.

Every year, we do this music fest. We have a beautiful– where our offices are, in the back is this huge space. It looks like Colorado cliffs, everything. And so, we had this image of doing this music fest where we hire like a tribute band and we get a professional stage and we get food trucks and just make it a really, really nice night-out. So, we’ve been doing that every year from about four years.

Laura Lehrhaupt: I think, several years ago, somebody said, I don’t remember who, but I wish I did because you have to make them sustainable. Like, so no matter how many clients you get, you can still offer it. So, the wonderful thing about music fest is the parking lot is just giant, so it doesn’t matter. Like, we could keep growing and still do this, right? That’s why we love it.

Michael Lehrhaupt: Someone gave me the advice. Like, if you’re going to do something, make sure it’s sustainable. If you’re going to do something every year and you stop doing it, then you know…

Laura Lehrhaupt: It’s bad.

Michael Lehrhaupt: Then, a little bit goes undone. So, if you’re going to do it, make sure it’s sustainable, and the beauty thing about music fest is we have plenty of room. It doesn’t cost any more to bring someone. The band costs X amount. The stage costs X amount. So, other than giving away free ice cream, which we do, of course, we have extra ice cream cone, it is scalable. But to answer your question, so last year, we had a Chicago tribute band, but then our band opened up for the Chicago tribute band because…

Brad Johnson: Oh, that’s cool.

Michael Lehrhaupt: I was like, I don’t know if we want to mix our music with the business, but I take clients love it.

Brad Johnson: Oh, yeah.

Michael Lehrhaupt: So, we tend to open up for that. This year, we got an Eagles tribute band coming, and so, we’ll open up for it.

Laura Lehrhaupt: Yeah, it’s really fun.

Brad Johnson: Hey, my favorite song is like a six-year-old, was it’s going to be a Heartache Tonight.

Laura Lehrhaupt: Oh, yeah.

Michael Lehrhaupt: You got to come to music fest.

Brad Johnson: That was my very few ones vinyl. My dad had it.

Michael Lehrhaupt: You’re welcome to come, and your wife.

Laura Lehrhaupt: And Sarah.

Michael Lehrhaupt: And the kids too. It’s a friendly event.

Laura Lehrhaupt: Yeah, family event.

Brad Johnson: What do your clients bring? I mean…

Laura Lehrhaupt: Oh, yeah.

Michael Lehrhaupt: For music fest.

Brad Johnson: So, they’re bringing kids and grandkids.

Laura Lehrhaupt: Yes, absolutely.

Michael Lehrhaupt: It’s a music fest. Absolutely. The music fest is really just feel good.

Laura Lehrhaupt: We actually did it in replace of a holiday party. We were like, our holiday parties were getting insane. It was like during the holidays, our small team was overwhelmed and it was their holiday too. And we were getting almost 300 people and it was ridiculous. So, we transferred into this music fest better time of year, outside space. And it really is great.

Michael Lehrhaupt: Yeah, like another made me suggestion or bet is like these holiday parties, right? Think about it.

Laura Lehrhaupt: That’s tough.

Michael Lehrhaupt: They’re really tough. They’re not sustainable because as your client base grows because you’ve thrown a huge wedding. Costs a fortune, but not only that, the time of year, nobody’s interested in doing planning with you. They don’t want to make appointments on Christmas or anything like that.

Laura Lehrhaupt: And our team.

Michael Lehrhaupt: And the team gets extracted and we’re trying to close out the year really strong. So, we actually shifted it. We said we’re not doing holiday party anymore. We did an educational event in January because people are more apt to planning, like a Saturday morning brunch kind of thing. That’s what we have coming up.

Laura Lehrhaupt: Tomorrow.

Michael Lehrhaupt: Beginning of the year, right? But then the big, big event we’re doing now is the music fest. It kind of replaced the holiday event and overall, it’s much more scalable for us.

Laura Lehrhaupt: Yeah.

Brad Johnson: I had a a client out of Atlanta back in the day, and what you just hit was exactly what he figured out about 10 years ago. He was just doing the math. And he’s like, to your point, you’re throwing a wedding once a year with a high-end dinner. And obviously, your client base is growing. And if you think about the absolute busiest time of the year for most people in the United States of America, it is December with all the Christmas parties and all the shopping. And hey, we’ve got to get the house ready. The family’s coming over.

And so, it’s the worst time to actually get business. And so, what he did was he took that, spend that allocation that you’re talking about, and he just said, “What if I do that and divide that by 12, turn that into my monthly?” And he started doing like wine tasting events at a local winery, and it was bring a friend. And he generated like 10x more business with way less spend. So, it sounds like you guys are kind of following that same track, the big ones obviously a lot more scalable because to your point, like, it’s the same amount to hire the band whether you’ve got 5 people in the audience or 500.

Michael Lehrhaupt: It is fun. I mean, look, we’re passionate about music. That’s definitely what we’re passionate about.

Laura Lehrhaupt: It’s great. You see clients in a different light, and music does something to people.

Michael Lehrhaupt: It does.

Laura Lehrhaupt: It really. Like you said, the veil drops and everybody has a good time. We’re dancing with our clients and it’s really, really– the only little thing is the rain situation.

Michael Lehrhaupt: Yeah, that’s stressful.

Brad Johnson: Did you have a rainout?

Laura Lehrhaupt: We never had a rainout. Poopoo, don’t say it, Brad.

Michael Lehrhaupt: Came close, came close.

Laura Lehrhaupt: But we did come really, really close once, and it was like, ooh, but anyway.

Brad Johnson: You guys don’t want to do a Woodstock where you’ve got people dive in in the mud.

Michael Lehrhaupt: But it’s what’s that saying, people, they remember how you make them feel. And that’s– we had one client come and he used to go to concerts with his wife who had passed away. And it just brought up the emotions for him. So, it’s people feel the music.

Laura Lehrhaupt: Oh, they’re actually literally looking forward to it. It’s a thing now with us. It’s the fifth year and this is our fifth year, and everybody’s looking forward to it. People now are saying, “When is it? We can’t wait.” So, it feels good to know that.

Brad Johnson: Well, I think, a lot of times, as a parent, I read this a long time ago. Sarah and I’s, one of our goals is that our children come back to the house when they don’t have to, right? So, we have a 14-year-old, a 13-year-old, and a 9-year-old. And it’s like, hey, when they’re off at college and off on their own, we want them to want to come back home. And so, that’s been one of our goals is create rituals and routines. And that was one of the things we read is families that stay together, they’ve got rituals and routines that bring them back home around the holidays or whatever.

You’re just creating that for your clients now. So you’re creating this annual ritual around music. They’re loving it. And by the way, I promise. So, do people bring friends to this? Do you open bringing a friend?

Michael Lehrhaupt: All the time.

Laura Lehrhaupt: Yeah. Oh, yeah. Yes, yes.

Brad Johnson: Let’s go last year. I’m sure you don’t have the numbers right in front of you. But if you were to say how many total people attended and how many were non-clients that attended, any guesses?

Laura Lehrhaupt: I mean, obviously, the clients is always more, but I’m going to say we had about 180 clients and probably, like 30 non-clients come.

Michael Lehrhaupt: Yeah. Some of them became clients.

Laura Lehrhaupt: Some of them become– yeah, we do…

Brad Johnson: So, things that’s always tough is you’re having a fun party. So, you don’t want to turn it into a seminar, like, oh, surprised. Just kidding. Book an appointment. Well, how do you let the non-clients know, “Hey, here’s what we do”? Do you bring it up at all? How do you transition that into…

Michael Lehrhaupt: I’m not shy about it. Like, to me, I’m very much like, what’s called action. How can we generate some business from it? So, I’m very much focused on that. I have to let it loose a little bit on music fest because I’m used to go, go, go, right? But you’re talking to a client, you should come to one of our– so, come to one of our seminars.

Laura Lehrhaupt: It’s always back to the seminar. And it’s the people who might not go to a seminar. That’s another thing, right? Like, they wouldn’t pick up the postcard that they got in the mail. But my friend said these people are good, oh, all right, I’ll go to your seminar. So, yeah.

Brad Johnson: It’s almost like you’re creating the first date that there’s no resistance to, coming to the music festival with their friend.

Laura Lehrhaupt: That’s right.

Their other retiree friends. And they’re like, “Wow, I haven’t talked to my advisor in a year. And your advisor is doing a music festival for you. Oh, yeah, you should go to the seminar.” So, that’s kind of date number two. Do you allow…

Michael Lehrhaupt: And by the way, and then the next day, they see us on TV.

Laura Lehrhaupt: Yeah.

Michael Lehrhaupt: Like, I kind of get with these people.

Brad Johnson: Yeah. So, do you allow the– so, say, a prospect came to the music fest with a couple that’s you’re clients, and now, you invite them to the seminar, do you allow them just to do a double date and just say, “Hey, bring your friends with you to the seminar”?

Laura Lehrhaupt: We also have a referral program, we should mention, where if someone refer someone to us that fits, obviously, over 50 Connecticut resident, whatever the stipulations are, and they complete an appointment with a financial advisor, they get a gift card.

Michael Lehrhaupt: They get a little…

Laura Lehrhaupt: So, it’s not a referral.

Michael Lehrhaupt: It has nothing to do with them becoming a client.

Laura Lehrhaupt: No, just the meeting. Just the meeting.

Brad Johnson: Yeah, I know, and it’s funny because I know there’s suitability and compliance. I have heard like as long as you don’t tie it to them becoming a client.

Laura Lehrhaupt: Oh, no, no, no, it’s just the meeting.

Brad Johnson: And yeah, makes a lot of sense. Well, okay, so I want to get back to this. I think you said, Laura, 35,000 in your database right now?

Laura Lehrhaupt: Yep.

Brad Johnson: So, tell me how that came to be. Were you guys just sticklers on information from the early days? Because that’s a big database.

Laura Lehrhaupt: We are. Yeah, it is. I mean, we are just, it’s all about your database, baby. Hit the database.

Michael Lehrhaupt: Hit the database.

Laura Lehrhaupt: It really is.

Michael Lehrhaupt: Hit the list.

Laura Lehrhaupt: If you’re not hit the list, if you don’t really become crazy about it, yeah. I mean, everything is in that database. We have always been sticklers. We even make phone calls to clients to see if there’s a change in their email status. Every single event, by the way, they fill out a form and it’s always on there. If you’ve changed your email, let us know because you’re missing important information. That’s how we communicate.

So, yeah, we really have always been sticklers, like you said. And to this day, we stay on top of it just because you got one emailed, I don’t know how many emails you have, Brad, but I have several. And like, some are outdated. So, we are constantly making sure we have the most recent.

Michael Lehrhaupt: It’s the funnel approach. So, fill the funnel.

Laura Lehrhaupt: Fill the funnel.

Michael Lehrhaupt: And drip on the funnel. And if you just do the numbers on the seminars, I don’t do the numbers in my head, but if you’re doing 80 workshops a year and you got 30 people at a workshop, right? And you times that by so many years, that’s part of it. Every lead that comes in is a lead. They are lead if they register for workshop and didn’t even show up for the workshop, they’re still on our database, right? TV brings in a lot to our database.

Laura Lehrhaupt: TV brings a lot.

Michael Lehrhaupt: Challenging. It’s a little different, but like, TV brings in a lot. We can get 40, 50, 60 new people in our database over a weekend from TV.

Laura Lehrhaupt: We can.

Michael Lehrhaupt: So, it’s just a matter of filling that database and having a good– I think what most advisors are missing is a good CRM system to manage it. I was in a room once and I asked people and I was doing a presentation in front of advisors. It’s like, how many of you have a CRM? Very few raise their hand. Some of them, the index cards or Excel spreadsheets. It’s like you got to have that CRM system because it was a client relationship management system. You’ve got to have a good one because every lead can turn into something.

Laura Lehrhaupt: We actually have someone in our office dedicated to the CRM. I mean, that is the job and it happens.

Brad Johnson: I say every day.

Michael Lehrhaupt: He’s our secret weapon.

Laura Lehrhaupt: It’s our son.

Brad Johnson: Like, a day in his life, what’s he doing? He’s taken intake forms from a seminar and entering them into the database, like…

Laura Lehrhaupt: No. Yeah, that’s somebody else.

Michael Lehrhaupt: By the way, I don’t know if you heard it. He’s our son, actually.

Laura Lehrhaupt: It’s our son. He’s a software engineer and he is.

Michael Lehrhaupt: He’s Enneagram 5.

Laura Lehrhaupt: Yeah.

Brad Johnson: There you go.

Laura Lehrhaupt: He’s so perfect. But he is automating the entire CRM. So, we just have triggers and things happening, automate.

Brad Johnson: What is your CRM that you guys are in right now?

Laura Lehrhaupt: HubSpot.

Brad Johnson: HubSpot, okay. So, you’ve got a CRM that also will automate the email delivery then.

Laura Lehrhaupt: It does everything. Yeah. And he is just programming everything on the back end and making our lives a lot easier. So, it’s one thing to collect, but the next part is nurturing. And we are really, really good at nurturing our database. I mean, there’s a gold mine in there. And sometimes, I feel like other advisors are missing a lot of opportunity from their existing database because there’s a gold mine.

Brad Johnson: You’re spot on. I would say most, you are the exception to the rule, but most, it’s kind of like, oh, yeah, we did a seminar and we’re on to the next seminar. And they forget that they’ve got the 50% that didn’t sign up for appointments that are still in the database.

Michael Lehrhaupt: We call them. The ones who didn’t even make an appointment, we’ll call them the next day and we’ll get appointments. One guy was like, “I went to the bathroom. I forgot to make an appointment. I want an appointment.” Easy like that. So easy, right? Just a phone call, and we’ll definitely generate a few more appointments from you.

Brad Johnson: Yeah. Well, it’s wild because. I mean, you’re probably spending $10,000 on a mailer, and then you’re not just picking up the phone and calling half the people that didn’t. I mean, it’s like you already paid for them to be very well utilized.

Laura Lehrhaupt: Yes.

Brad Johnson: I would assume you’re sending out a mailer for the seminar, and then are you also sending out a blast email to the database and saying, “Hey, we’ve got this upcoming seminar,” where people attend through an email as well, or no?

Laura Lehrhaupt: So, that’s a good question. So, it depends.

Michael Lehrhaupt: It depends.

Laura Lehrhaupt: So, we always try not to, because we love new people coming into our environment. But that being said, if the seminar is looking light, we have created what we call the FIL list, Future Interest List, which we go to first, where people from other seminars previously in the same area wanted to come but couldn’t come. We created lists of different– so we go there first, so the restaurants near them, and we reach out to them on the phone or in an email.

And then when that is expired or done or worked, yeah, then we expand to the more of the database and we go to like, we’ve got categories. So, we’ll go to open cases, prospects. Sometimes, we go to leads. And yeah, we work our way out from warmer to colder, like that as the seminar needs to be filled.

Michael Lehrhaupt: I mean, the seminars have gotten very saturated. So, sometimes, a mailer doesn’t.

Laura Lehrhaupt: It doesn’t fill it.

Michael Lehrhaupt: And then we’ll fill it in with the database.

Laura Lehrhaupt: With the database.

Michael Lehrhaupt: We have a mailer that hits well, then we won’t.

Laura Lehrhaupt: Then we won’t. Yeah, it depends.

Brad Johnson: Well, I mean, you think about it, just like you were talking about the webinars earlier. I mean, it’s free. Basically, it takes the time to, and then you electronic invite. It’s not the 10,000 mailer.

Laura Lehrhaupt: No.

So, it’s like, okay, well, mailer half filled the room. Okay, what’s the next opportunity? Okay, hit the database with people in that area, but it just makes sense. And most offices do not do that.

Laura Lehrhaupt: Yeah. That’s so important. I mean, and in addition to that is keeping really good news in your CRM and properly tagging, because the one thing you don’t want to do is invite people who really you don’t want at your seminars by accident. Yeah, like so it’s really important to have a good CRM where you’re keeping on top of everything.

Michael Lehrhaupt: Brad, do you remember Zig Ziglar? Have you ever heard of Zig Ziglar?

Brad Johnson: Oh, yeah. Oh, yeah.

Michael Lehrhaupt: So, I was seeing a TikTok. Obviously, he since passed, but he’s on TikTok, alive on TikTok. He was like, “You got suspects and you got prospects.” Suspect to someone, okay, they came in your database, but you don’t know anything about them. A prospect to someone, good age, good assets, good candidate. So, we want to make sure we’re inviting the prospects, not the suspects.

Laura Lehrhaupt: Yeah, exactly.

Michael Lehrhaupt: Then we have our ways of doing it in a database to know who’s a good suspect, who’s a good prospect.

Laura Lehrhaupt: Prospects, yeah.

Michael Lehrhaupt: And who’s more of a suspect.

Brad Johnson: Yeah. Love that. Well, so I brought a little something here. So, this is the mission brief. And I know one of the things when you onboarded with us that we try to do is extract like what is that unique kind of your DNA for strategies for wealth management. And then we condense it. The goal of getting it on one page is, it’s not just for the two of you, the founders of the business, it’s actually for your team, too. So, you can start to echo and message and start to create a unique value proposition compared to the other offices in your market. And I love this, so very simple, the mission brief.

Michael Lehrhaupt: Can I just say something before that? You say it’s very simple. But I will tell you the exercise of doing that, you guys stretched us. It was not an easy exercise. It was a lot of work to it. The finished product is amazing, but the intense creativeness and the stretching of our thought process, it was an exercise.

Brad Johnson: Yeah. Thank you for saying that, because I think one of the things that I’ve seen over the years, because, I mean, you really think about our space, independent advisors. You’re all entrepreneurs. You just happen to be in finance, right? But you’re all business owners. And I think when you start as a founder, you’re like, kind of, yeah, here’s what we’re about. Let’s go. And then as you grow your team, you forget, like, well, they have to know what you’re about to. They have to have the messaging.

Laura Lehrhaupt: That’s right.

Brad Johnson: So, often, like ‘98, that was a long time ago, your business has evolved and changed a lot. And it’s like, wait, what are we about? I haven’t thought about it for a while. So, it is that deep work. And one of the things that we found out the hard way in the early days of Triad, we’re like, okay, go off into the woods and write your vision, Michael, and come back after you’ve seen the light or whatever been enlightened. And then maybe 1 out of 100 offices would do that because you all are busy, right? And it’s the urgent, not important, oftentimes, that gets in the way. And so, what we realized in our onboarding process, we had to do, we have to extract it from you. We have to interview you, right? But it’s still deep work to your point.

Laura Lehrhaupt: Well, you know what, Brad? Transformation is work. I mean, it’s not easy to transform yourself. And so, when we were going through it, yeah, I mean, the uniqueness about us is we have each other. So that, I think, was a bonus because we definitely had each other to say, wow, this is tough, like, but so, so worth it, but transformation can be really hard. And that’s what it was.

Michael Lehrhaupt: So, the product, the finished product may be simple. So, it was a lot of effort that went into it.

Laura Lehrhaupt: Yeah.

Brad Johnson: Well, they say that’s the hardest thing. There’s a quote I’m going to butcher, I’ll try, but it’s like, writing a page is hard, but whittling that down into a paragraph is harder, into a sentence is harder than that, into a phrase, and it’s like the more succinct and tight you make your messaging, the harder it actually gets. It’s easier to say stuff longer.

Laura Lehrhaupt: Well, Kristin was amazing. She definitely was.

Brad Johnson: She has a gift.

Laura Lehrhaupt: She really is a wordsmith, for lack of a better, I don’t know. She’s just unbelievable.

Brad Johnson: Yeah. She’s got the combo of kind of an artist, but also the financial chops because she’s been doing this long enough. So, she’s got the verbiage and the positioning. Okay, so I want to share a little bit of yours. So, protect, preserve, grow, what we are known for inspiring our clients to challenge the retirement status quo by helping them rediscover what’s important, reimagine what’s possible, and redefine their retirement. And then your financial plan, basically, what you’re going to deliver at the end of the day is the Rock Solid Retirement Plan. Had you used the Rock Solid Retirement Plan before you joined Triad? Or did that come out of that work where that name was created?

Michael Lehrhaupt: That word came out of the work that was created. I always was about, hey, let’s build a strong foundation. So, I always had that idea of foundational approach. Then we took it a step further and called it a Rock Solid Retirement Plan. And our TV show was called Rock Solid Retirement. Our TV show was used to call Rock Your Retirement, but it transitioned to Rock Solid Retirement.

Laura Lehrhaupt: Yeah.

Brad Johnson: What’s the before and after on that? When you didn’t have that kind of defined, like the analogy I always make is like, how did McDonald’s become the biggest franchise in the world? They took a commoditized product to hamburger that you can get in any city in America and they created the Big Mac. They turned it into a product, right? It’s still a hamburger, yeah, little unique, but it’s still a hamburger.

So, basically, you take a financial plan, which every financial advisor in America would probably say they do. And you created your version of that, your Big Mac, the Rock Solid Retirement Plan. What’s the pre-messaging, like in your seminars before that or in your TV show before that to your post-messaging, what did that change? Did you see light bulbs go off? Did you start to use the words? Like, how did that play out?

Laura Lehrhaupt: Well, pre-messaging, before we were talking to you guys and Kristin was we were like Rocky Retirement. And it was all about us. It was very much what we liked, what we thought was cute, what we was gimmicky. But after we went through what you guys took us through, it became more about what’s in it for them and how we can serve them better? They’re the heroes. So, that was…

Michael Lehrhaupt: Like, a hero thing.

Laura Lehrhaupt: That was the biggest, hugest light bulb was, oh, my gosh, it’s not that we love music and we were like rocket. It’s like, wow, we got to make them feel confident about what it is they’re doing for their future. So, that as far as I’m concerned.

Michael Lehrhaupt: Yeah, definitely. Along with that foundational approach, you’re building a house. What’s the most important part to the house? The foundation.

Laura Lehrhaupt: Right.

Michael Lehrhaupt: So, look, in 2008, I was actually helping people a lot with long-term care insurance and I was doing very well with long-term care. But 2008, I saw people live beautiful retirement lives. Overnight, the 401(k)s became 201(k)s. They lost a lot of money. They had to stop spending things they love to do in retirement. I said people wanted to, which I couldn’t, right? And I started looking a little differently. That’s when I really start solution of using certain financial vehicles, like the fixed index annuities to help preserve, protect, and grow clients’ assets. And I kind of looked at it as more of building a strong foundation. So, we took that concept and just took it further.

Like Laura said, it was really about the client, not about us. Rock Your Retirement was all cutesy and yeah, Rock Your Retirement, about us, and I thought people were getting the wrong message. It was about music. No. So, that’s when we– and with everybody’s help, especially Kristin’s help and pulling it out of us, we really came up with Rock Solid Retirement, protect, preserve, grow.

Brad Johnson: That’s a good– well, I call it, our mutual friend, Anthony, calls them hooks or talk track. I like that don’t let your 401(k) become a 201(k). That’s it.

Laura Lehrhaupt: Yeah, that’s it.

Brad Johnson: You need to make sure you reuse that one. So, we’ve got limited amount of time here together. We’ve had a lot to do business side. Obviously, you two are married and running a business together. So, there’s a lot of do life going on there too. Laura, you have one of the most unique stories, and a lot of people don’t know this. You were actually featured in a documentary.

Laura Lehrhaupt: Oh, yeah. I was like, what are you talking about?

Brad Johnson: So, we have to hit this, right? We have to. This is part of the do life side. So, do you mind sharing just a little short version of the wild story and how that came to be?

Laura Lehrhaupt: I’ll be quick. Yeah. No, when I was 32, my mother came to me and told me your father’s not your father. They had been divorced. And I was like, what are you talking about? And she proceeded to tell me that I was a product of artificial insemination. And I was blown away, was at my son’s four-year-old birthday party that had like 13 four-year-olds downstairs. It was crazy. And I started a journey looking, and it was back before there were really social media.

Michael Lehrhaupt: By the way, her mother told her, and she came down the steps at the birthday party. She was white as a ghost. I’m like, “What is going on?”

Laura Lehrhaupt: It was crazy.

Michael Lehrhaupt: I remember that day.

Laura Lehrhaupt: Like, I learned my father wasn’t my father.

Brad Johnson: That’s an interesting timing to tell you, right, during the brithday.

Laura Lehrhaupt: Don’t even. That was a whole thing. Yeah, so anyway, I spent a year trying to figure out. Like, I looked into the hospital where she said. Anyway, I could not find any information. Put it away. Packed it up. Took me a while to get used to this whole thing. The dominoes fell that my cousin’s not my cousins, my grandfather, that whole thing.

And then fast forward to the whole DNA companies and being able to tell your history, my oldest daughter asked if we would do it. She wanted to find out our background, and I did it and came back with my DNA and no surprises there, really. She didn’t know my father wasn’t my father, so we had to tell her. That was the weird thing.

Brad Johnson: Was this like 23andMe? Like, you’re doing…

Laura Lehrhaupt: Yeah. So, that was a little weird for my kids. Grandpa wasn’t really their biological grandpa. And then two years after that, I got a hit on 23andMe that I was somebody’s sister, that wasn’t my brother that I grew up with. And I’m like, “What?” Anyway, he reached out to me in the messaging system on that and said, “Hey, we came up. I have to tell you something. I know who your father is. Do you want to talk?” And I talked to him a couple of days later, and it turns out that I found Eddie, my father, my biological father was still alive. And he still is alive and he’s an OB-GYN, funny enough.

Michael Lehrhaupt: He was.

Laura Lehrhaupt: He was.

Michael Lehrhaupt: He’s retired.

Laura Lehrhaupt: Yeah. And anyway, he’s alive and lives in Vegas. And I have 14 DNA brothers and sisters all together so far. He did the donation about 100 times. So, we don’t know how many times, how many brothers and sisters I have, but we’ve met a lot of them. And there was a movie about it. And I’m in the movie and…

Michael Lehrhaupt: One of our DNA brothers, he makes movies. And he did a documentary about it. What’s it called?

Laura Lehrhaupt: It’s called Filling in the Blanks.

Michael Lehrhaupt: Filling in the Blanks.

Laura Lehrhaupt: Yeah. So, anyway, it’s been a trip. It’s been a trip to say the least.

Brad Johnson: For sure.

Laura Lehrhaupt: Yeah, yeah.

Brad Johnson: Is there any lesson out of that that you’re like– obviously, that has to be a shock when you found out, but anything that you take away from that lesson, that life lesson?

Laura Lehrhaupt: DNA is strong. I’ll tell you that because I met, I flew to see Harrison a few weeks after I found out who he was. And without ever seeing…

Michael Lehrhaupt: Your biological dad.

Laura Lehrhaupt: My biological dad.

Brad Johnson: This is your dad? Your biological dad, okay.

Laura Lehrhaupt: Yeah. And without ever meeting him, we had so many similar, same interests, same mannerisms. It was just, it blew my mind. I was looking at him. I was looking at everything he did. And I just was like, “Wow, I am a lot like him.” And I never met him before. I didn’t even know he existed three weeks earlier.

Michael Lehrhaupt: She was engaged in the conversation. We were sitting at lunch. And I’m looking at the two of them. And their mannerisms are very much the same. it’s wild.

Laura Lehrhaupt: Yeah. So, you can’t deny your DNA. I guess that’s a big lesson.

Michael Lehrhaupt: How did you learn how some of your DNA brothers and sisters reacted to it?

Laura Lehrhaupt: Yeah. Some are open.

Michael Lehrhaupt: Some are open to it, some are closed. They don’t want to talk to anybody. Just interesting how people react to this. Some never knew that their DNA father was not their biological father. Have found out.

Laura Lehrhaupt: Yeah, that’s tough.

Brad Johnson: They found out through the DNA test.

Laura Lehrhaupt: Yeah.

Michael Lehrhaupt: Yeah. Some didn’t know there were certain religion and they found out they had certain DNAs in them. They’re like, oh, okay.

Brad Johnson: Okay. So, now, I’m just straight up curious. If this is too personal, don’t need to answer it, but what made your mom that far later decide that she wanted to tell you? You’re 32. Obviously, I feel like that’s a ways down the road at that point.

Laura Lehrhaupt: Well, it had to do with my brother, who’s also a donor, but not from the same man. My younger brother found that out. He found out in his teenage years that my dad wasn’t his dad because he did something for science and my dad’s blood type and my mom didn’t make his blood type. And he questioned it to my mom and found out. And he held that secret, my younger brother, for years until I was moving back to Connecticut from Florida. And my brother was in his early 20s. And he said to my mom, “She has kids now. If you don’t tell her that my dad isn’t our dad, I’m going to.” And so, my brother pressured my mom to tell. And that’s why she did it when she did. My brother was threatening my mom. Like, you better tell her, or I’m going to– she just moved back to the area. She has small children. She should know her DNA. So, that’s what happened.

Michael Lehrhaupt: The fascinating thing is your mother’s in the documentary too.

Laura Lehrhaupt: Yeah.

Brad Johnson: Wow. Well, thanks for sharing that. I remember when, it wasn’t too long that you all had been at Triad, and maybe the documentary had just come out, not during before that. I remember hearing that. And I was like, wow, that is a wild story. And that had to be quite the roller coaster for a short amount of time.

Laura Lehrhaupt: It was. It was. But it’s that saying, I know it’s really cliche, but the worst day in my life. One of the worst days, not the worst, but one of the worst days when you find out your father’s not your father, which hits you like a brick. Ended up to be one of the most best days because now, I have 14– I’m getting emotional now, most of them, amazing individuals, and it just feels so great to know them and be connected with them. And it’s just a wonderful thing that we shared so many things that are unspoken and they all feel the same way. I mean, some of them aren’t part of it, but the ones that are, are amazing people, so it’s great then.

Brad Johnson: So, is there like an annual reunion you all threw?

Laura Lehrhaupt: Yes.

Michael Lehrhaupt: Yeah, there is.

Laura Lehrhaupt: Yes, I’m getting teary eyed. I just had it at our house this past summer. And we’ll have it someplace else.

Brad Johnson: Oh, cool.

Laura Lehrhaupt: Yeah.

Brad Johnson: That sounds like a good lake house get-together.

Laura Lehrhaupt: It was, yeah.

Brad Johnson: Very cool. Well, I know we’re right at time. And Laura, you’ve got an appointment coming up here right around the corner, so I don’t want to run you into that. But obviously, you all have been part of Triad long enough. Number one, thank you. It’s been awesome just to have you in the community and as members and you both have, we’ve said it a couple of times, check your ego at the door. But a lot of offices, a lot of advisory firms at the level of production you all are at, they would have a high level of ego that comes along with it. And you all are not like that at all. You’re humble students at every experience. You’re always sharing, like, hey, this works for us. You should try this too with other members. And so, I just love having you in the community and you know a lot about Do Business, Do Life because we’ve had the opportunity to do some of that at our different experiences. But I would love to hear each of your definitions of what does Do Business, Do Life mean to you? So, maybe, we start with Laura, ladies first.

Laura Lehrhaupt: Oh, okay. Do Business, Do Life, I mean, we’re very much intertwined, our Do Business, Do Life. But Mike and I just– and the thing is, our do life is very similar, which is why we’ve been married for over 30-something years. We just love spending time with each other, whether it’s business or life, but we both value the time away from the business as well. And we’re just so lucky to have it. And I guess it just means doing what we love, doing what we’re passionate about, which, funny enough, is music. And obviously, our family is, just so wonderful too. Very important to us. So, I would say it’s spending time with our family and doing what we love and what we’re passionate about, which is each other and music, too.

Michael Lehrhaupt: Yeah, I mean, the business allows us to do the things that may not be about money, but allows us to have fun and discover our passions, right? But to me, Do Business, Do Life is about lifestyle, right? Like, we’ve learned, I mean, look, the fact is because we’re married and we’re in the business, sometimes I have a hard time turning off the business. We could be on the weekend, Saturday, Sunday at night, we’ll talk about the business, but it’s more of a lifestyle now for us. We’ve created a business where we can enjoy both and sometimes at the same time, but it’s that intertwining of a lifestyle. So, to meet Do Business, Do Life is more of a lifestyle that you’ve created, where you’ve actually grown the business to the point where you can have balance and enjoy different things at different moments, if that make sense.

Brad Johnson: Yeah.

Michael Lehrhaupt: And we go on a lot of trips and sometimes, business trips, but as you know, because we’ve been to many of the Triad events, we tell you afterwards, hey, we’re taking off somewhere for a few days after that event, so we intertwine it.

Laura Lehrhaupt: Yeah.

Brad Johnson: Yeah. Well, and it’s easy to see, with the two of you how much you enjoy each other’s company. I mean, like, you’re going to the gym together, and that a lot of couples, it’s like, okay, you go to the gym, and I can…

Michael Lehrhaupt: I got to keep an eye and make sure nobody hits on her.

Laura Lehrhaupt: There you go, honey.

Brad Johnson: Oh, there you go. That’s what it’s about. Okay, now the truth comes out. Well, you all, I’ve just love getting to know you and looking forward to more experiences coming up in the future. And you’re definitely like, what I love is you join Triad because part of it, as you said, Michael, like we were kind of hitting burnout, like just grinding it away. And back to the results, you’ve grown, you’ve added to the team. So, now, your business is blessing more of your team’s lives and it’s blessing your life more because now, the production grows, but your individual ownership of that production has gone down. And that’s my favorite to see is where the business becomes more successful, but it becomes less dependent on you as individuals.

Laura Lehrhaupt: The best thing is when we’re at, let’s say, a Triad thing and we’re growing as people and as a company with you guys and spending time and we get messages, this one just sold this, this one just– I mean, you can’t imagine Michael and I are high fiving.

Michael Lehrhaupt: Just putting a new client, just putting them, we’re like, who we’re at? We’re away and we’re bringing in new clients.

Laura Lehrhaupt: It’s the best. It’s the best.

Brad Johnson: That is an awesome feeling.

Laura Lehrhaupt: Yeah.

Brad Johnson: Well, and that’s a symptom of truly running a business because I will say there’s a lot of incredible financial advisors out there, but the moment they go on vacation, so does the revenue.

Michael Lehrhaupt: Yeah.

Brad Johnson: And it’s cool to have the revenue continue to flow while you’re out, either learning or on vacation or whatever the trip entails. So, well, with that, thanks so much for the time. We’ll be hanging here, probably right around the corner. Are you in Atlanta?

Michael Lehrhaupt: Yeah, we are.

Laura Lehrhaupt: Yeah.

Brad Johnson: Okay, that’s cool. Well, I know we’ve got Will Guidara on the menu there.

Laura Lehrhaupt: He’s great.

Brad Johnson: It’s going to be awesome. So, all right, well, until next time.

Laura Lehrhaupt: Thanks, Brad.

Brad Johnson: Appreciate the time.