It’s the “go-to plan” for broke agents who don’t know any better.

Dear Reader,

You hear it all the time:

“I just need to get a few rentals under my belt.”
“That’s my retirement plan—passive income.”
“I want to start building wealth, so I’m looking for a duplex.”

If you’re a real estate agent over 60, chances are you’ve thought the same thing. Maybe you even own a few rentals already.

But here’s the truth nobody wants to say out loud:

No shady stuff—just smart, strategic influence.

Dear Reader,

Let’s get something straight right up front:

You don’t win in real estate by being the nicest agent in the room.
You win by being the smartest, sharpest, and most strategic.

And if you’ve been in this business long enough, you know how it feels to lose a listing you should’ve won.

Maybe you were late to the table.
Maybe the seller had a “friend” in the business.
Maybe the other agent talked a good game but couldn't back it up.

Whatever the case, here’s the good news:

Competing on price is a race to the bottom.
Here’s how the pros win without discounting.

Dear Reader,

If your biggest selling point is “I’ll do it for less,” you’ve already lost.

Because competing on price doesn’t position you as the best choice.
It positions you as the cheapest option.
And when you’re the cheapest, you’re never respected—you’re just tolerated.

That may work for selling toilet paper.
But it’s a terrible strategy for selling homes.

Dear Reader,

You’ve probably heard this one before:

“The house is too dated.”
“Buyers want move-in ready.”
“This one’s going to be a tough sell.”

That’s what most agents say when they walk into a house with green shag carpet, gold fixtures, and cabinets that haven’t seen daylight since the Reagan administration.

But here’s what the top agents know:

The truth hurts… but not as much as running out of money.

Dear Reader,

Let’s have a real conversation.

Not the polite, sugar-coated version you hear at real estate conferences. Not the Instagram-filtered version that shows off big closings and fancy lockbox selfies. I mean the kind of talk nobody’s having—but everyone needs.

You don’t love the hustle.
You’ve just convinced yourself you do… because the alternative scares the hell out of you.

Most agents keep taking bad deals because
they’re broke… not because they’re busy

Dear Reader,

Let’s be honest.

You’ve had clients you wish you could have walked away from.

The ones who drain your energy, fight you on every detail, ignore your advice, call at all hours, and then want to lowball your commission when it’s all over.

But you didn’t say no.

Dear Reader,

Most dentists don’t think about their exit strategy until it’s too late. They assume when the time comes, they’ll just sell their practice, cash a fat check, and ride off into retirement. But reality doesn’t work that way.

The truth is, most dentists leave money on the table because they don’t have a real plan. They wait too long, don’t prepare their practice properly, and end up with a lowball offer that barely reflects what they built. Or worse, they burn out and walk away with nothing.

Dear Reader,

You’ve spent years building your practice, perfecting your craft, and taking care of your patients. You’ve sacrificed weekends, missed family events, and worked through vacations because that’s what it takes to succeed in dentistry.

And now, you’re at a crossroads.

Maybe you’re burned out by the endless business headaches—payroll, insurance battles, hiring, firing, and the constant fight to stay profitable. Maybe you love what you do, but you hate running a business. Or maybe you’re thinking about an exit strategy, but you don’t want to walk away with pennies on the dollar.

Dear Reader,

Five years out of dental school, he was supposed to be thriving. He had the skills, the passion, and the drive to build something of his own. So he took the leap—he opened his own practice.

And then the reality hit.

The student loan payments didn’t go away. The business loans he had taken out for equipment, office space, and marketing had him drowning in monthly payments. Payroll, insurance claims, lease agreements, staffing issues, patient acquisition—all of it was suddenly his responsibility.

Dear Reader,

I have a story for you today about two dentists. Dr. Mark and Dr. Vanessa had built something special. Their practice wasn’t just another dental office—it was a pillar in the community, a place where families had been coming for generations. Parents brought their children in for their first checkups, and those same children grew up to bring in their own kids. Their practice wasn’t just about fixing teeth—it was about relationships, trust, and a commitment to personalized care.

For years, the two had been perfectly in sync. Mark handled much of the business side—payroll, insurance negotiations, hiring, and overhead management—while Vanessa thrived in the clinical setting, focusing on patient care and staying ahead of advancements in dentistry. Together, they had created a flourishing, respected practice. But after years in business together, they found themselves facing a major fork in the road.