Episode Transcript
[00:00:13] Speaker A: Hi, everybody. Welcome to Battle. Ready? You know, it's the art of reinventing yourself. If you ever want to see this, you can go to Roku, iheartradio, and a bunch of other locations and see the show. Today we're meeting with Heath Melton, the new CEO of Caprock Partners. I got it.
[00:00:29] Speaker B: Right. Hey, you got it? Got it.
[00:00:30] Speaker A: How are you doing today?
[00:00:31] Speaker B: Doing good.
[00:00:32] Speaker A: I'm doing well. Well, thanks a lot for joining us today. Just got back to Texas, huh?
[00:00:35] Speaker B: I did about two weeks ago. I'm back.
[00:00:37] Speaker A: Back, huh? So, you know, during the show, and we've known each other before. You were. You used to live here, and then you left.
And we're gonna talk a lot about some of your. Your journey. So you're from Sedona?
[00:00:48] Speaker B: Sedona. Small town. Sedona, Arizona.
[00:00:50] Speaker A: Sedona, Arizona. So everybody. Everybody talks about Sedona. There's songs about Sedona, right?
[00:00:54] Speaker B: There's plenty.
[00:00:55] Speaker C: So.
[00:00:56] Speaker A: So what was it like growing up in Sedona?
[00:00:58] Speaker B: Yeah, it's funny. Anybody that knows anything about Arizona, they know Sedona and they know Scottsdale, and so they think of these luxury resort communities and how beautiful it is.
When I tell people I grew up in Sedona, they're like, I don't know anybody that grew up in Sedona. Sedona is a small town. You know, it was great growing up there.
The type of town that I grew up in, we didn't lock our cars, we didn't lock our house. If we wanted to have fun, we went to the creek for all day long, we swam in the creek, we jumped off cliffs, and we played a lot of sports. Man, sports was kind of the life for me and my brothers.
[00:01:29] Speaker A: Okay, so small town and then graduated high school. And then you accepted an appointment to West Point?
[00:01:36] Speaker D: Yeah.
[00:01:36] Speaker A: What was that?
[00:01:37] Speaker B: Yeah, you know, I came from very humble beginnings. You know, my father was a UPS driver. You know, he kind of showed me grit. Those are long days being a UPS driver.
You're up early, you're working all day. Like, working, working.
[00:01:50] Speaker C: Right, right.
[00:01:50] Speaker B: Delivering packages. And then. And then you're back. And he never missed a baseball game or football game. You know, my mother was a clerk. She was a clerk at a bank, clerk at the water company. So relatively humble beginnings.
You know, people often ask, like, why did I go to West Point? One, financial.
[00:02:04] Speaker C: Right.
[00:02:04] Speaker B: I got a full ride. Everything was paid for at the academy. Two, it's the prestige. You know, it's very hard to get into a military academy. I think it's like, you're like the 1%er that gets in there.
And then I had the chance to play Division 1 football. I was recruited by West Point, did well academically in high school, did well on the athletic fields, whether it be baseball or football. And that was a chance to go play College football. Football, D1 level. Oh, wow.
[00:02:28] Speaker A: And tell me about that first day.
[00:02:31] Speaker B: Man, I'll tell you. You know, when you're in high school, quote unquote, a star athlete, you do well academically, you kind of feel like you're, you're the big man on campus.
[00:02:41] Speaker D: Yeah.
[00:02:41] Speaker B: You feel like you're it.
[00:02:42] Speaker C: Right, right.
[00:02:43] Speaker B: Man, you get to West Point, that changes quickly. You're not the lowest man on the totem pole or the lowest man on the, on the ladder, man. You're lower than that. Okay. You're like, you're like the, the dirt on the bottom of the boots of the upperclassmen.
[00:02:56] Speaker A: Okay.
[00:02:56] Speaker B: And they treat you like that. Right. So big change. Big change. You left home, like everything you knew about home, your family, your friends, everything that you love doing, weather behind you, weather going from Arizona to New York, warm weather was gone 90% of the year.
[00:03:12] Speaker C: Right.
[00:03:12] Speaker B: So cold weather, having to adapt, having to overcome complete change in environment, man, we're up at 5:00am and we finished the academic day around 3, 4:00', clock, and then it was off to the football field. So it was just a constant grind and you really had to be plugged in and determined to be successful.
[00:03:29] Speaker A: Okay. Then you got commissioned.
[00:03:30] Speaker B: Yeah, I got commissioned.
[00:03:32] Speaker A: And you spent a couple. How long were you in the Army?
[00:03:33] Speaker D: Yeah.
[00:03:34] Speaker B: So when you graduate from the academy? You know, four years at the academy, you have a mandatory five year commitment in the U.S. army. And that's from, that's from West Point, obviously. There's Navy, Air Force and the other academy. Similar.
[00:03:45] Speaker A: Sure.
[00:03:46] Speaker D: Yeah.
[00:03:46] Speaker B: So I started with.
In the Army, I chose to be a field artillery officer. King of battle, right?
[00:03:52] Speaker A: Right.
[00:03:52] Speaker B: Big guns, baby.
We bring the heat. And that's what I did for five years.
I spent time at first, Fort Still, Oklahoma, Officer Basic Course. That's where I met my lovely wife.
[00:04:03] Speaker A: Okay.
[00:04:04] Speaker B: And then first duty station, Fort Stewart, Georgia.
I had the opportunity to deploy to Kosovo. Third rotation there, peacekeeping operation. Gone for almost a year, came back home for about a year.
And then we trained and ramped up and we deployed for Operation Iraqi Freedom. We were kind of the tip of the spear going in for Operation Iraqi Freedom. And we were the first ones on the ground, the first ones to cross the border and to really engage when the president gave us the orders to do so.
[00:04:31] Speaker A: You know, it's amazing. I know I haven't been in the army also. It's like people don't totally understand why we do what we do. It's just.
We made. Took an oath, right?
[00:04:42] Speaker B: Yeah, absolutely.
[00:04:43] Speaker A: So now we got through the military. You've been there. You were in there for the five years, or did you go far?
[00:04:48] Speaker B: A little over five. Just a little over five.
[00:04:50] Speaker A: So now you get ready to transition out. What was that thought process? How was that? I mean, scary. Not scary. What?
[00:04:56] Speaker B: Yeah. You know, I think everybody talks about being prepared, prepare for life. And I think Vince Lombardi says success is where preparation and opportunity intersect. And how do you perform?
So, you know, when I joined the Army, I knew I had five years to committed to the Army. I wasn't 100% sure if I was going to be a lifer or not. So I started early. I started preparing. I worked with an executive headhunting firm that specializes in junior military officers, and they help you get ready for a transition if you decide to do that. So I worked with them for about two years, and when the time came, I decided that, yeah, I was going to make that transition and get out of the military.
[00:05:30] Speaker A: But now, at that time, you were married?
[00:05:33] Speaker B: I was married, two kids.
[00:05:34] Speaker A: Okay, married, two kids. So now the transition is a little bit more intense, right?
[00:05:40] Speaker D: Yeah.
[00:05:41] Speaker A: You don't have a job outside the military. You're going to transition out of the military. You have to support a wife and two children.
What's going through your mind?
[00:05:50] Speaker B: Yeah, Ricky, you know, there are some good things and bad things about the military. Obviously, we're gone a lot. We're training in the field. We get deployed. I mean, the three years I was stationed at Fort Stewart, Georgia, I was gone 19 months.
So tough on the family, tough on the kids.
[00:06:05] Speaker A: Sure.
[00:06:05] Speaker C: Right.
[00:06:05] Speaker B: The great thing is job security, camaraderie. You're there for a purpose. We're serving our country. Loved every aspect of that.
But you're leaving something that's a little comfortable.
[00:06:14] Speaker C: Right.
[00:06:14] Speaker B: You have to make sure that you're prepared, one and two, that you're comfortable making that transition. And I say if you prepare on the front end, that transition and that comfort, you find it.
[00:06:24] Speaker C: Right.
[00:06:25] Speaker B: And I just. I found that in real estate. You know, I decided real estate requires discipline. I had discipline in the military. I had discipline at West Point. And that translates into everything that we do in real estate. You're in real estate.
[00:06:36] Speaker C: Right.
[00:06:36] Speaker B: You know, it takes discipline you have to stay focused, keep your eye on the prize, and then drive on.
And you have to know how to interact with people. You have to know how to lead people. So I found that as I did my job search, you know, what career field that I want to go into. And I found that in real estate. And people often ask me, like, heath, how do you. How'd you go from the military and artillery to being a real estate developer? I said, it's easy. It's easy, Ricky. You know, I went from blowing up land, why not go develop it?
[00:07:04] Speaker C: Right.
[00:07:05] Speaker A: You know how to get rich.
[00:07:05] Speaker C: Sure.
[00:07:06] Speaker D: Yeah, sure.
[00:07:07] Speaker A: And so Howard, he was the first position outside?
[00:07:10] Speaker B: No, no, actually, I started here in Houston. I started with KB Home. Great opportunity. I started in land development and being a junior military officer. You know, one of my key leaders. That was my hiring manager. You know, he. He saw something in me and he wanted to invest in me. He was my mentor.
So he put me on a rotation. I started in land development, land acquisition. And then he was a former Exxon guy, so he put me on the Exxon rotation. So I rotated about every, you know, eight to 12 months, land development. And then I moved into finance and accounting. I moved into sales and marketing, and I even ran the design center. So it gave me a holistic look at, you know, what does it mean to be a developer, what does it mean to be a home builder, and how can you be an effective leader at the executive level in the home building business?
[00:07:56] Speaker A: So you said something that kind of key to me. Mentor.
[00:07:59] Speaker D: Yeah.
[00:07:59] Speaker C: Right.
[00:08:00] Speaker A: You know, people always hear the word mentor, and it's.
They don't engage a mentor for whatever reason. Tell me about how important it is for somebody to find somebody to mentor them.
[00:08:15] Speaker B: Yeah. What I'd say is, you know, mentoring is so important, and what I found in myself is you think that people are going to want to mentor you.
[00:08:23] Speaker C: Right.
[00:08:24] Speaker B: Most people sit back and wait for a senior leader to come to them. I took a different approach. I said, look, I'm going to take ownership of that process. I'm going to pick my mentors and I'm going to set up those meetings and I'm going to set the agenda and I'm going to focus on that. And I did that. I've done that my whole career. And I think because I've done that, that's helped me advance throughout my career. And not only has it helped me advance, it helped me learn from people who've been doing it a lot longer than I have.
[00:08:48] Speaker C: Right.
[00:08:48] Speaker B: I earned their trust. I earned their respect, and they opened doors for me, doors that wouldn't be opened if I hadn't reached out to them and asked them to mentor me.
[00:08:56] Speaker A: And I think that the thing about learning, you learn the good things and the bad things.
[00:09:00] Speaker C: That's right.
[00:09:01] Speaker A: I think people don't get that.
[00:09:03] Speaker D: Yeah.
[00:09:04] Speaker B: And that's the key about mentoring. It's not just about the good. It's about the bad. Know we all fail, all of us.
[00:09:11] Speaker A: Sure.
[00:09:11] Speaker B: If you say you never failed, then you're lying to yourself and you're lying to each other.
[00:09:14] Speaker A: Right, right.
[00:09:14] Speaker B: We all fail. And it's, how do you learn from that failure? How do you pick each other up? How do you make yourself better? And that comes through mentoring.
You know, if you found a good mentor, then pass that on. Find somebody that you can mentor. And I've done that throughout my whole career.
[00:09:29] Speaker A: I think one of the other things you said is you took a different approach. You found them. And I think the big thing with mentorship or people that are mentors is they don't want to waste their time. They want to mentor, but they don't want to just throw away time for somebody who's. I don't want to say not deserving, because everybody is deserving of a mentor, but they may not deserve it by their actions.
[00:09:53] Speaker B: Yeah, no, that's exactly right. You know, senior leaders or people that you want to mentor you, their time is precious. They have limited time.
Whether you have to book it on their calendar with them or work with their assistant or whoever that controls their calendar, make the time to get on there, 30 minutes, 40 minutes, an hour, whatever they have available.
And I'd say, come prepared. Time is precious. They don't want to sit there for 30 minutes and just look at each other. They want to know, what do you want to learn and how can I help you? So I did that. I put together my agendas. I talked about, here's everything I want to cover in this meeting with you, and here's what I want to take away.
And then I used that after the meeting.
How did I adjust and shift and pivot on what I was doing within my role to make myself better, to make my team better, to make the business better.
[00:10:37] Speaker A: I think one of the things I've learned about the general person is people don't usually engage a mentor unless they're failing or they're dying.
And I think you engage a mentor during the best times so that you don't have as many mentors. Not so good times. What are Your thoughts?
[00:10:55] Speaker B: Yeah, I mean, I think engage early, engage often. Don't wait till the wheels are falling off.
[00:10:59] Speaker C: Right.
[00:11:00] Speaker B: I mean, understand kind of where you're at in that process. Where do you need help? We all need help. None of us can do it alone. And mentors, they've gone down that path before. Ask for that. You know, where have you stumbled? Where can I do better? You see how I'm operating? Tell me the truth. I have thick skin. Let me know how I can be better.
[00:11:17] Speaker A: And that's the key. You cannot fix something that you don't know is wrong. And if you want people to mentor you kindly with kid gloves, it's not a mentor.
Right.
[00:11:29] Speaker B: Yeah. You got to go into it with eyes wide open. You have to tell the mentor, like, be real with me. Tell me where I can improve. Call my baby ugly. Tell me where I'm screwing things up.
[00:11:39] Speaker C: Right.
[00:11:40] Speaker B: I need to know, because that's the only way we're gonna grow 100%.
[00:11:43] Speaker A: You gotta be proactive. You know, we're getting ready to go into a commercial right now. It's been great having Pete on here with us. We'll see you guys in a minute. Thanks for coming to Battle Ready.
Welcome back to Battle Ready. If you love what you're watching, don't miss a moment of Battle Ready or any of the other shows or favorite shows on NOW Media TV shows. You can also find it live on Demand and you can find it on Roku TV and anywhere else. Come see us. And welcome back. Eth Melton.
[00:12:18] Speaker B: Give me back.
[00:12:19] Speaker A: So we talked about. About being proactive and finding a mentor in the last segment, right?
[00:12:25] Speaker B: Yeah.
[00:12:26] Speaker A: So now you were with KB Homes. Then.
What made you change to Howard Hughes? So how did that transition?
[00:12:33] Speaker B: Yeah, I had a little step between KB and Howard Hughes.
[00:12:36] Speaker A: Okay.
[00:12:36] Speaker B: So I went from KB Home to a company called Suba. So that was a big change.
[00:12:39] Speaker C: Right.
[00:12:40] Speaker B: So KB Home, big organization. Suba, smaller organization.
I focus on the real estate side, land development and the home building side, but also gave me exposure to multifamily. Siuba's core business is multifamily. And so that was a change from what I was doing. A little scary, right? You're stepping into something again that you haven't done before. But I got to work on feasibility, entitlement of the multifamily projects and getting those projects approved and on the ground with our development team. So that was a big change. I enjoyed that. And then from there went to Taylor Morrison. So another change.
[00:13:13] Speaker A: Okay.
[00:13:13] Speaker B: I was here in Houston, had The opportunity to go to Taylor Morrison and lead a master plan community in Austin. So now I'm picking my family up from Houston and we're making the leap, the kind of leap of faith going to Austin. And not only was a big change from, you know, community and culture and everything that I've been here in Houston for the past 10 years, going to Austin, different culture, different people, definitely different environment, but a different role. I was a general manager for a large scale master plan community.
We were joint venture partners with Toll Brothers, another large national, publicly traded home builder. And so I was taking that project from ground up as my first kind of entree into master plan community development.
So a little bit of a leap of faith surrounding myself with good people. And man, I just grind. I like to grind.
[00:14:02] Speaker A: Did you find another mentor?
[00:14:03] Speaker B: I did. You know, I found another mentor there. That's something that I do historically as I move roles and move companies. And I kept the mentors that I had. You know, Joe Zimmerman, my mentor at KB Home, he's been my mentor throughout my whole career.
[00:14:15] Speaker A: Okay.
[00:14:16] Speaker B: I always go back to Joe and him and I have dinner today. We're friends. He's a mentor and a friend. And I like to keep some of those mentors throughout my career because they know you. They know how you operate, they know how to improve you. So anyways, Taylor Morrison master plan community, called Treviso in Austin, led that community for about three years and then had the opportunity to come back to Houston with the Howard Hughes Corporation and went from one master plan community to overseeing three large scale master planned communities for the Texas business. The Woodlands, 28,500 acres. Bridgeland, 11,500 acres. And then a new community that we just acquired. Woodland sale is 2,500 acres. So as you kind of look throughout my career, there's the opportunity for growth. I always seek opportunities for growth. And it's often very uncomfortable and it's challenging, and you kind of have to step out on the ice and say, I can do this. Even if you don't have all the training that you think you're going to be successful, you can learn on the job, you can find mentors, you can find help. You surround yourself with good people that make you better and make you successful.
And that's how I approach life, that's how I approach business.
[00:15:24] Speaker A: So we talk about business and all these moves, but you're also a family man. So how did this conversation go with your wife? You know, because she's a big part of this. And I remember meeting Your wife, she's. I mean, it's a team, right?
[00:15:38] Speaker B: Absolutely.
[00:15:39] Speaker A: So talk about that a little.
[00:15:40] Speaker B: Yeah. So Shannon, you know, my wife married for 24 years now, two kids, you know, beautiful kids, raised them both. One's finished college, the other one's going to a senior year in college. And sometimes the best thing is to get them graduated and get them off the payroll, right?
[00:15:55] Speaker A: Sure.
[00:15:56] Speaker B: But Shannon's always been a big part of my life. She's always been my rock, my supporter. And it's a conversation. You take on new jobs, you have to have that conversation with your wife. Things are going to change.
She knows how ambitious I've been throughout my career, and she's always been there to support me.
Making moves to different areas, I mean, that's tough. Like you're uprooting your family, you're leaving your friend groups, you're doing something different.
But, you know, we came from the military, so we moved a lot while we're in the military. Little condition for that, Right. It doesn't make it any easier, but at least we had that training, so to speak.
But she said, look, I'm here to support your career, Heath, and anything that you want to do, I'll be there for you.
[00:16:35] Speaker A: And that's amazing, always to have that partner, right? Absolutely. So then you went to Arizona, then you took a quick shot up to Puerto Rico for a minute, right?
[00:16:44] Speaker D: Yeah.
[00:16:45] Speaker A: Living what you thought everybody would think is you went to Puerto Rico to work. Wow. Wasn't such a wow, was it?
[00:16:50] Speaker D: Yeah.
[00:16:50] Speaker B: You know, sometimes it can be challenging. You know, we went from Houston to Austin, back to Houston and then to Phoenix in Scottsdale. We were there for three years. Led a acquisition for Howard Hughes out there, 37,000 acres, a ground up development.
Spent three years there and then decided to do something a little different. You know, I wanted a little change in my career and I was approached by a company that was doing a very, very boutique, high end development, small master plan in Puerto Rico. So again, you know, we're at a different stage of our life. You know, kids are out of the house, they're in college, we're empty nesters. And just asked my wife, I said, look, I think this is a great opportunity. It's an opportunity for me to learn something new in real estate, something I've never done before. And, you know, will you step out on that ice with me again?
And man, she was apprehensive a little bit. But we did it. We did it for a year and usually, you know, six months, eight months, you get settled in, you find your friend groups, you kind of. You're clicking on all cylinders. And we just, we just didn't get there in Puerto Rico. Not because it's not a great place, not because it wasn't a great company or a great project. It just wasn't working for our family dynamics. And more importantly for my wife, you know, she wasn't really happy being there, so.
[00:18:02] Speaker A: So now you're high ranked individual in this corporation. You're doing very well in the work life, but sometimes you have to make those command decisions.
[00:18:13] Speaker C: Right.
[00:18:14] Speaker A: For the family.
And you came back to Texas without a job.
[00:18:21] Speaker B: I did.
[00:18:22] Speaker A: Want to talk about that a little bit.
[00:18:23] Speaker D: Yeah.
[00:18:23] Speaker B: Yeah.
[00:18:23] Speaker A: Are you okay with that?
[00:18:24] Speaker B: Yeah, absolutely. You know, we decided, you know, if it wasn't going to work within the first year, it probably wasn't going to work in Puerto Rico for us. So, you know, I started, I knew that we were going to make that decision. So about a month and a half, two months before I started the job hunt, but regardless, we were making the move back to Texas.
[00:18:42] Speaker A: Sure.
[00:18:43] Speaker B: So didn't have a job tied down. We made the move back. I was talking to a few opportunities and you know, graciously enough, you know, I just secured that role just earlier this week, as a matter of fact.
[00:18:56] Speaker A: Start Monday.
[00:18:57] Speaker B: I start Monday the 21st.
[00:18:59] Speaker A: Okay. Okay. So talk to me about the anxiety that, you know, you guys are still doing well, I mean, working or not, but the anxiety of moving to a location kind of blind, so to speak. I mean, you know, Houston, but you still don't have a position or not even 100% sure what direction you're gonna go because there's so many opportunities.
[00:19:23] Speaker C: Right, right.
[00:19:24] Speaker A: If you want to look for them.
[00:19:25] Speaker D: Yeah, yeah.
[00:19:26] Speaker B: You know, I think, I think a lot of that goes back to one mentoring.
[00:19:29] Speaker C: Right.
[00:19:30] Speaker B: Know who your mentors are and your mentors help get you connected. So I reached out to my mentors, I reached out to my colleagues, my friends. They help connect me with opportunities. And everything about business, about people, about relationships is being connected.
[00:19:43] Speaker C: Right.
[00:19:44] Speaker B: Knowing who your friends are, knowing who's. Who trusts you, who's going to back you, who's going to support you. So I did that, reached out to my entire network and looked for opportunities back here in the Texas market, predominantly Houston. And we made that move, you know, without a job secured, a little unsettling, but we felt like we're in a good place, you know, by both financially and the opportunities were out there.
Settled here for two weeks and then, you know, by the Grace of God landed that new role. And again, it's another opportunity. That's what I would say. It's a step up because now I'm the CEO for Caprock Partners.
And so it's a new job.
[00:20:19] Speaker A: Looking forward to that, right?
[00:20:20] Speaker B: I'm looking forward to it, man. It's going to be an amazing opportunity. The owner of the company is very ambitious, very entrepreneurial, well liked, well respected in the industry.
And they're predominantly North Texas based, kind of Lubbock, Amarillo, and they want to grow into Austin. I have roots in Austin. They want to grow into Houston. I have roots in Houston. They want to grow into Dallas, and Dallas Fort Worth, have a lot of connections there. So I think, again, working with people, building trust, building respect and taking risk.
[00:20:49] Speaker A: Can lead to success, you know, so let me tell you something I grabbed out of. So keep talking. You keep going back to your mentors, reaching back out to your mentors. And, you know, I haven't been in the military, you know, transition from the military, working for corporate America for quite a few years and then coming to real estate. One of the things I talk to people about all the time is make sure you always touch base with your old friends. Now people tell me why they're not doing what I'm doing anymore, you know, or why should I go network.
[00:21:21] Speaker C: Yeah.
[00:21:21] Speaker A: And I'm like, it's not about networking. For instant gratification is go meet people that know people that need to know you.
[00:21:30] Speaker C: Right.
[00:21:30] Speaker A: How do you feel about that?
[00:21:31] Speaker B: No, I mean, that's absolutely right. And again, part of that mentoring, that's what mentors did for me. You know, we talked about it earlier in the last segment, they open doors for me. They introduced me to people that I would not have had the opportunity to meet. And as you build that network, both with your peer group and then two, three, four levels above you, that's what opens doors down the road. And real estate, you know, Ricky, it's a small business.
As big as it is, it's small.
[00:21:56] Speaker C: Right.
[00:21:56] Speaker B: Everybody knows everybody in some form or fashion. They say that. I don't know. Was it the six degrees of Kevin Bacon? Everybody's connected, Right. So you need help.
Reach out to somebody they know two or three people that might work for that group or connected in some form or fashion. And that's how I get connected.
[00:22:13] Speaker A: So let's talk about. So the one thing I know about you, and I don't know if I could say this, but you're a workaholic.
[00:22:19] Speaker B: A little bit.
[00:22:19] Speaker C: Okay.
[00:22:20] Speaker A: So very Driven. Very. Everything.
But even in that time, did you take time, you know, during your busy week, whatever, just to shoot a note or check in with old friends, old people that you work with?
Is that important to you at all?
[00:22:36] Speaker B: Oh, absolutely.
You know, whether it's a text message, an email, quick phone call, man, it's so important just to stay connected.
I do that, and I actually put reminders on my calendar like, hey, reach out to somebody, somebody in your network, just to make sure that you're always in touch. And, you know, by doing that, you know, one, that gives you opportunity for something that might come in the future.
[00:22:59] Speaker A: Sure.
[00:23:00] Speaker B: Two, you know, it keeps you connected to people that have been lifelong friends. And when you lose those lifelong friends, it can be lonely.
[00:23:06] Speaker C: Right.
[00:23:06] Speaker B: So none of us want to be lonely.
[00:23:08] Speaker A: No, no.
Especially unemployed and lonely.
[00:23:11] Speaker B: Unemployed and lonely.
[00:23:12] Speaker A: But you know what? I think we're going to dive into this a little bit more about the network, and we're going to talk a little about hiring processes and what you look for in people. Getting ready to go back into a commercial. Guys, thanks for coming and joining us on the Battle Ready. See you right after this commercial.
Welcome back to Battle Ready. If you love what you're watching, don't miss a moment of Battle Ready or any of our favorite shows here on Now Media TV. You can find them live on Roku, iHeartRadio, Apple TV, or any of the other platforms. Please come see us.
Heath, welcome back.
[00:23:52] Speaker B: Good to be back, Ricky.
[00:23:53] Speaker C: Good to be back.
[00:23:53] Speaker A: All right, man. We've been talking about a lot of different things, right?
[00:23:55] Speaker B: Absolutely.
[00:23:56] Speaker A: We talked about mentors. We talked a little bit about networking. We talked about Sedona.
[00:24:00] Speaker D: Yeah.
[00:24:01] Speaker A: Let's talk about preparation. Okay, so you've done a lot of hiring, and then you just went through the barrage of the interview process.
What would you tell somebody about being prepared for an interview?
[00:24:17] Speaker D: Yeah.
[00:24:17] Speaker B: So, I mean, again, I mean, it's in. It's in the word that you just used, right. Preparation.
[00:24:22] Speaker C: Right.
[00:24:23] Speaker B: What often, since I've done a lot of hiring, what often frustrates me as you're going through that interviewing process are people who don't come prepared. So what does that mean? Like, know the role that you're interviewing for?
[00:24:34] Speaker A: Right.
[00:24:34] Speaker B: What are their requirements? What are the skill sets? What do you need to do to be successful?
[00:24:38] Speaker A: Okay.
[00:24:39] Speaker B: And know the company.
The biggest. The biggest kind of thing, when somebody comes to interview with me, if they haven't done their research on our company, that just drives me crazy. Like, know the company, know the culture, know why you want to go work for that company and know with your skill set and the job you're interviewing, how can you have immediate impact and what are your short term and long term goals? If you can cover those things in a 30 minute, 45 minute interview, you're going to be well prepared to be successful in that interview.
[00:25:10] Speaker A: Okay, so we're talking high level now. You guys are at high level. So. And thinking back early on in your career, when you hired some of the entry, I'm gonna tell you a funny story. So I was a, I was an HR manager at FedEx and I was interviewing this guy, manager for an operations position and he was well recommended. And I asked him, well, what do you know about our company? He says, don't you guys deliver stuff?
[00:25:32] Speaker B: I was like, what part of the business?
[00:25:35] Speaker A: Yeah, we do deliver things. But I was like, wow, okay. But everybody thought he was the most amazing operator, but he really didn't know what he was getting into. So somebody should be prepared at any level, right?
[00:25:46] Speaker B: Yeah, absolutely. Absolutely every level. I mean, at least do your due diligence, know the company, know what they do, know where they're at in their market space.
You could call it market share. You could talk about performance, whatever it is, know what that company's good at and how can you contribute. I think that's always key and always important as you prepare for an interview.
[00:26:07] Speaker A: So I think one of the other things that I think is funny that people will get in and they're not prepared to ask any questions. Is it right to ask questions of your interviewer?
[00:26:16] Speaker B: You have to ask questions why, when you go in an interview, Right. Obviously you're there being interviewed by the company.
But just as important, you should be interviewing them to see if it's a good fit. You don't want to be the person that every six months or every 12 months you change jobs.
[00:26:33] Speaker A: Yes.
[00:26:34] Speaker B: And because you changed jobs, because you didn't do your diligence, understand the company and was it a good fit for you? Probably some of it's, you know, did you perform when you were there?
[00:26:43] Speaker A: Sure.
[00:26:43] Speaker B: But a lot of times you get into a role, you don't understand what the role is. You don't understand the company because you didn't prepare on the front end and then you become unhappy and then you leave and it doesn't look good on.
[00:26:53] Speaker A: Resumes or you get asked or you get asked or made available to the market.
[00:26:57] Speaker B: Open the door and let you, let you, let you go out and explore.
Yeah, all those are very important.
[00:27:01] Speaker A: And so now we're a little bit older. We're not old, but we're a little bit older. So, you know, back in the day there wasn't everything they have on the Internet. So now everybody has a degree in Google. There should be no reason why some should even say Google.
[00:27:14] Speaker B: Yeah, you can just say, hey, Alexa, tell me about this or you can go on to ChatGPT. It's easy, a lot easier than when we had it, back when we had to look it up. The other thing I'd say is like, do your best. I know it's very, very nerve wracking going to interview, but try to be relaxed and try to be likable. You know, people want to work with people, you know, initially that they like.
Trust, respect and are you good at your job? That comes once you get on. But be likable.
Know who you're going to interview with. If you can, do some research, look at LinkedIn.
[00:27:44] Speaker C: Right, right.
[00:27:46] Speaker B: What is their history? What are their roles? Ask them questions. How did they get to be a vp? How did they get to be a director? How can I be just like you?
[00:27:53] Speaker C: Right.
[00:27:53] Speaker A: Oh, that's right. Psychological reciprocity. Right?
[00:27:56] Speaker C: That's right.
[00:27:56] Speaker A: Okay. I remember going to an interview at an oil and gas company and I was doing, I was googling this guy, I was looking up and down and I saw a class or an interview he gave with somebody and I mentioned that to him and I saw his face light up and I knew I got it.
[00:28:12] Speaker B: Yeah, you're speaking his love language 100%.
[00:28:16] Speaker A: So what about, what other suggestions would you give somebody to go into an interview? What about taking notes? Can I take notes?
[00:28:25] Speaker B: Absolutely. Take notes. That shows that you're fully involved in the process, that you're taking it serious. And it's important to you how many.
[00:28:33] Speaker A: People that you've interviewed have actually taken notes.
[00:28:35] Speaker B: And it's probably like 10, 15% of the people that I interviewed actually take notes.
[00:28:39] Speaker A: And then they won't because they don't remember anything.
[00:28:41] Speaker C: Right.
[00:28:41] Speaker B: And they won't remember it. And then you know what I would also say other than be likable, try to be comfortable, follow up. A lot of people, I'd say maybe 30% of the population, after they have an interview, they follow up and send an email, send a text message, make a phone call. Thank you for your opportunity to interview. I really enjoyed learning more about the company, more about the role. I think I'd be a great fit. I'd love to join your team, something like that. It's easy. It takes two minutes. Do it. That's going to put you in that top 30 percentile.
[00:29:12] Speaker C: Right.
[00:29:12] Speaker B: The other 70% is not gonna do that. So you already get a leg up just by following up.
[00:29:16] Speaker A: And some of the preparation for an interview, I remember them saying, like, remember the bar, the sar, what situation, action, result.
[00:29:25] Speaker C: Right.
[00:29:25] Speaker A: Kind of thing.
Have them written down. When you get asked something in areas, especially if you know that you're going into position, kind of what the role takes, you know, kind of find a situation that you've been in that might correlate. What do you think about that?
[00:29:39] Speaker B: No, I mean, I think that's, that's also important. You know, again, doing your diligence, understanding the role, understanding your skill sets, and how can you perform that role effectively? And look, it's okay. You're, you're obviously, when you're interviewing for a new role, oftentimes it's higher than where you're at today. And there's going to be things that you don't know, and it's okay to be honest, like tell your hiring manager, look, I don't know how to do that, but I am determined to learn it. And if you give me the tools and resources that I need to be successful, I guarantee you I will be successful.
[00:30:11] Speaker A: You know, I remember when we transitioned, we moved to Houston, Angie moved, and she did an interview with Coca Cola. And the person at Coca Cola always think, this is the funniest thing ever.
Back then there was a program called Access. I don't know if you remember Access. They asked her, did she know how to use it? And she's like, yes. And then she left the interview, went and bought the program. And for the next weeks, she just, just practice and practice and practice. She got the job, and she just always been Excel.
But that now this is like, shoot, 20 plus years ago.
[00:30:46] Speaker C: Right.
[00:30:47] Speaker A: But nowadays it's, I mean, so easy to be prepared.
[00:30:50] Speaker D: Yeah.
[00:30:51] Speaker A: So let's talk about, talk about mentors. What about cutting people loose. Have you ever had.
We're in a situation where you have somebody that you love, they're a great person, but they're toxic.
[00:31:04] Speaker D: Yeah.
[00:31:04] Speaker B: Now that's what I would like to say, you know, as leaders. Leaders are tough, Right. When you're a leader, most people, Most people want to be liked.
[00:31:12] Speaker C: Right.
[00:31:12] Speaker B: And it's, it's, it's hard to be liked and hold people accountable. A lot of times people don't like to be held accountable and to be told when they're not doing a good job.
[00:31:21] Speaker C: Right.
[00:31:22] Speaker B: So that's, that's one thing as a leader, you want to be respected, and that's setting expectations and holding people accountable. And part what comes with that is knowing when you have a toxic employee, they're kind of a cancer in the organization and bringing other team members down. And you have to make that difficult decision and let them go. Yeah, I like to give people opportunities. You know, you bring them in the office and say, here's your behaviors, here's some of the change actions that I'd like to see you make, and we'll evaluate your performance. But if it's not going to change, you know, we're going to have to make a tough decision. I'm very open and honest with people when I give them opportunities to make that change, to be part of our culture, to be a good contributor to our success.
[00:32:04] Speaker A: And people can fix themselves.
[00:32:05] Speaker B: People can. When given the opportunity, they can.
And there are some that just won't. They won't put forth the effort. And you have to make that decision. Unfortunately, you have to bring them in the office. Probably have to bring in somebody from HR with you.
[00:32:17] Speaker C: Right.
[00:32:18] Speaker A: I remember those walks all the time, man. Oh, gosh.
[00:32:20] Speaker B: You have to share the tough news. But what I often like to say, especially if you're a hiring manager, sometimes this phrase doesn't land well with people. But be slow to hire and be quick to fire.
Slow to hire means know the talent that you're seeking. Know if they're a good fit for the role, both culturally and skill set. Do they have a propensity to learn? Do they have determination and grit?
[00:32:46] Speaker C: Right.
[00:32:46] Speaker B: And then give them the tools and resources to be successful if they can't be. I operate off of. I do a three, six, 12, three months. You're learning, like soak it all in between months three and six, you're taking what you've learned. You're starting to execute. You're probably 80 to 90% of your role. And between months six and 12, you're 100% owning your role. And you're looking for opportunities to take on more work. And if you're not that person by the end of the year at 12 months, you're probably not the right person for the job.
[00:33:16] Speaker A: And you ever heard, and I'm sure you even use it, inspect what you expect.
[00:33:20] Speaker B: That's right. That's right.
[00:33:22] Speaker A: So don't you tell somebody to do something, never look at it again. It's like telling your kid, go clean your room. Exactly, right.
[00:33:27] Speaker B: Exactly.
[00:33:27] Speaker A: And never go upstairs.
[00:33:28] Speaker D: Yeah.
[00:33:29] Speaker A: And it's like, yeah, I did it.
[00:33:30] Speaker B: Yeah, that's what I tell my. You know, I told my exact.
You get what you inspect, not what you expect. You have to take that through your whole career. You know, if you tell somebody to do something, you know, follow up, just make sure they did it. You're not micromanaging them. Just say, hey, you know, I asked you to do this task. Where are we at? Have you completed it? Perfect.
[00:33:46] Speaker C: Right.
[00:33:46] Speaker B: And you applaud their efforts.
Ask your kids to clean the room. You got to go up there and make sure they're cleaning the room, Right?
[00:33:52] Speaker D: Yep.
[00:33:53] Speaker A: So now I'm going to push it a little bit. So we talk all the professional stuff. So. And personal is360, right. They have friends that they meet.
And have you ever had to have a conversation that. It's almost like a business conversation, but it's with your friend based on their negativity. And just how do you help coach people through that?
[00:34:16] Speaker B: Yeah, I mean, I think no matter what facet of life you're in, whether it's professional, personal, you name it, you're always going to come across those opportunities to help mentor.
[00:34:25] Speaker C: Right.
[00:34:25] Speaker B: It goes back to mentoring.
[00:34:26] Speaker A: Right. You say it so nicely.
[00:34:28] Speaker C: Yeah.
[00:34:28] Speaker B: So if somebody's, you know, going down the wrong path, I had some friends that were going down the wrong path with their marriage, with the amount of alcohol they're consuming, with how they're treating their spouse, how they're treating their kids. And a good friend's gonna pull you aside, right? They're gonna say, hey, look, I see that you're drinking every night. That is not good. That leads to fights with your wife. That leads to being an absentee father, absentee, you know, parent. You need to make a change, right? And I'm there. I'm there to support them. Like, let me know how I can help you. Like, let's check in every week. I'm gonna ask you, how many drinks did you have this week? And your answer should be less than three.
[00:35:03] Speaker C: Right.
[00:35:04] Speaker B: You shouldn't be drinking every day. Let's go out on the weekend and have fun. But you shouldn't be drinking Monday through Friday. You know, knocking out a six pack every night, that's just not healthy. So those are the types of things that I've come across in my career with both personal and professional, where I've helped people, you know, little nudges, little core stripes to make them better, to make us better, better friends, better professionals, you name it.
[00:35:25] Speaker A: But so now I'm going to go back to that again. So have you ever had, you know, somebody that's really close to you and they always kind of in your ear, you know, always trying to guide you and kind of what you're doing is not this what you're doing, you ever got to just let them go? Have you ever done that? I know that's real personal.
[00:35:43] Speaker D: Yeah.
[00:35:43] Speaker A: We're not calling no names right now.
[00:35:45] Speaker B: No, I mean, I think that happens, you know, again, whether it's professional life or personal life. And depending on the type of person you are, nobody wants to be micromanaged. Nobody wants to be told, you know, you're always doing this wrong.
[00:35:58] Speaker C: Right.
[00:35:59] Speaker B: It's got to be give and take. Here's take the good, take the bad.
[00:36:01] Speaker C: Right?
[00:36:02] Speaker B: How do you, how do you make that better?
Yeah, you're gonna have some friends or some acquaintances that tend to drag you down. And what I say, you know, surround a path to success is surround your good. Surround yourself with good people. Surround your yourself with top talent. People who have skill sets that you don't.
[00:36:21] Speaker C: Right.
[00:36:22] Speaker B: You can lean on them when that's your weakness.
[00:36:24] Speaker C: Right.
[00:36:24] Speaker B: They can make you better. And that's like in your professional role, that's in life, just with your friends. Lean on the people. And if they're that toxic, that cancer, whether it's a friendship or whether it's in your professional life, you got to cut it out. You gotta let them go.
[00:36:40] Speaker A: On that note, we'll go into a commercial. We'll see you guys in a minute.
Welcome back to Battle Ready. If you're loving what you're watching or any of the other shows on NOW media, make sure that you go on to iheartradio Roku and see some of the shows. Come see us and visit us on our website. We're back with Heath Melton, the new.
[00:37:07] Speaker B: CEO of Caprock Partners.
[00:37:10] Speaker A: Caprock Partners. I told him that it would take me a little bit, but, you know, it's kind of new to him too, but at least he got it. We've talked about a lot of things in the last three segments.
[00:37:18] Speaker B: Yeah, covered a lot. Leadership, preparedness, hiring, firing culture.
[00:37:23] Speaker A: So we're going to talk a little bit about what makes people battle ready, but we're going to start with the, you know, leadership. So as an athlete and a high functioning athlete, you had a lot of leadership opportunities at West Point for sure, military for sure, and every place else. And I think I said this to you in one of the breaks that in my opinion, leading others is not easy, but it's not hard if you do what you're supposed to. I think the hardest leadership challenge for an individual is leading themselves. What are your thoughts on that?
[00:37:53] Speaker B: Yeah, I mean, I think one, to be an effective leader, what you ask of others, you have to ask of yourself. So if you want people to be structured, you have to be structured.
[00:38:03] Speaker A: Okay.
[00:38:03] Speaker B: If you want people to be dedicated, you have to be dedicated. If you want people being passionate, you have to be passionate.
So you have to lead by example.
[00:38:12] Speaker C: Right.
[00:38:12] Speaker B: Lead by example.
You know, one thing that I found that's helped me a lot in my career is one just being prepared.
[00:38:20] Speaker C: Right.
[00:38:21] Speaker B: Having structure and having routines. Humans, we're creatures of habit. And so this goes all the way back to my military days. I'm a 4:30 wake up. I wake up at 4:30, I'm in the gym at 5, I'm in the office, 7:30, 7:45. And then I work my day. That's how I start my day every day.
Some people like to read books. If you ever read that book by General Craven, make your bed, like, start your day with something that's an easy task to accomplish. Make your bed. You check that off the block and you're off to a good day, to how you start your day. So I always think that's, yeah. Very important as know how to lead yourself, lead others.
[00:39:03] Speaker A: So I, you know, there's a. There's a book out there that I read not too long ago. It's called the miracle morning. It has an acronym savior to help everybody start their morning. And I've tried to, you know, share that with some of the realtors. They last about five days.
[00:39:20] Speaker C: Right.
[00:39:21] Speaker A: Then it's like, oh, crap.
But when you see we were talking about lead by example, and I can remember my dad, do as I say, not as I do.
Okay. Remember that? That don't really don't fly anymore, right.
[00:39:33] Speaker B: No.
[00:39:33] Speaker A: Back then I was like, okay, I just move with it.
[00:39:35] Speaker C: Right.
[00:39:35] Speaker A: Not like everybody questions everything.
[00:39:37] Speaker C: Right.
[00:39:37] Speaker A: And it's a whole different environment.
So tell me some of the things you would tell somebody that is getting prepared not only for the job search, but leaving college, facing this world out here of uncertainty.
[00:39:56] Speaker D: Yeah.
[00:39:56] Speaker B: You know, I think a lot of people that are successful in life, they're planners. And I like to use this adage when I talk to people or I talk to anybody.
Failing to plan is planning, or failing to plan is planning to fail.
So if you don't plan, you're probably not going to be as successful in your life. And I probably took that to the extreme all the Way down to like when I had my kids, I wanted to be married, I wanted to be a young dad, I wanted to have all my kids before I turned 30.
And we did that, you know, we did that. And I wanted to have an empty nest before I turned 50. And you know, so here we are, married, kids before 30, kids are out of the house in college, and I'm not even 50 yet. So, okay, you know, I've stuck to that plan and you know, I'm not psychotic about it, okay? But I planned it and I try to execute on that plan. And that comes down to anything you do. Like plan your day, plan how you wake up, plan what you're going to do for the first 30 minutes, plan what you're going to do between 8:00am to noon, take your lunch break, noon to 4 or 5 o', clock, and just execute on that plan.
[00:41:01] Speaker A: And one thing I really like about the fact of planning.
I'm in a different place in my life and career too. But I can remember being an army recruiter and I tell people, plan, write down your plan.
You write your plan down in pencil, but you accomplish your plan in pen. Because there can be changes.
But when you reevaluate your plan to see what you've done and what you haven't done, you can see, did I plan something that didn't need to be done? I planned it four or five times. I've never done it, so I ever planned it again.
[00:41:33] Speaker C: Right, right.
[00:41:33] Speaker A: Or making phone calls during a certain hour. And if I always make it same time, certain time, don't ever talk to anybody, don't make phone calls at that time.
[00:41:42] Speaker C: Right.
[00:41:43] Speaker A: So I'm a real believer in planning and actually documenting the plan. Because when you're the most successful, you can go back and look what you were doing at that time that made you successful.
[00:41:55] Speaker C: Right.
[00:41:56] Speaker A: And what is. Would you agree with this? A lot of people tell you, as long as you're doing good, there's no big deal. They try to help you get a little bit better. When you hit a wall, everybody always tells you, go what, Go back to the basics.
[00:42:07] Speaker C: Right.
[00:42:07] Speaker A: If you don't have any basis, what do you do?
[00:42:09] Speaker B: Then you just flounder.
[00:42:12] Speaker A: So is there anything out there that helped you come up with how you worked your plan?
Was there books you read or just other training you did?
[00:42:23] Speaker B: Yeah, I mean, I think being a consummate leader, one that's making sure that if you like to read, identify books that are good. The one minute manager, five habits of highly effective people Make Your bed that we talked about. All these different books that are self enhancement books are very helpful. If you don't like to read, do it like books on tape.
[00:42:45] Speaker C: Right.
[00:42:45] Speaker B: They're audible versions.
[00:42:46] Speaker A: That's me.
[00:42:46] Speaker D: Yeah.
[00:42:47] Speaker B: And you can listen to the car, so you can multitask. So I mean, I think all those are great. And Ricky, you said, you know, something that's important is.
[00:42:54] Speaker C: Yeah.
[00:42:54] Speaker B: Put your plan in pencil.
[00:42:55] Speaker C: Right.
[00:42:55] Speaker B: It's okay. Progress isn't linear. A lot of people think that progress is linear and success is linear. It's not you're going to have those peaks, you're going to have those troughs, you're going to going to be a squiggly line. But it's where do you start and where do you finish and how did you get there?
[00:43:08] Speaker C: Right.
[00:43:09] Speaker B: And the plan doesn't always go as you think it is. Like going back to the Army. Like, you know, we trained and we trained and we trained and we trained for a mission, but when we hit that ld the line of departure, everything's out the window.
[00:43:22] Speaker C: Right.
[00:43:23] Speaker B: It's how's the enemy going to react? Where are they going to be? And how do you use your training to adapt, to pivot and to overcome?
And at the end of the day, were you successful? Did you win the battle?
[00:43:33] Speaker D: Yes.
[00:43:34] Speaker B: Did you lose the battle? Maybe you lost the battle, but it's just one battle and there's a war out in front of you, so if you lose a battle, it's fine. Like, how do we win the war?
[00:43:42] Speaker A: One of the jokes I always heard because, you know, we always compete with the other services. We love them, they're all things. And the Marine Corps, you know, Sumpide Dallas, always faithful. And I say, well, that ain't nothing because the Army's Sumper Gumby, always flexible.
[00:43:55] Speaker B: Right.
[00:43:56] Speaker A: So, you know, I think that's the key here. And one of the things I always say in a lot of my shows is you don't know what you don't know.
[00:44:03] Speaker C: Right, Right.
[00:44:03] Speaker A: So don't be scared to ask questions, ask help.
And in the planning phase, it's okay to find somebody to help you put a plan together, right?
[00:44:13] Speaker C: Absolutely.
[00:44:13] Speaker A: That goes back to the mentor.
[00:44:15] Speaker D: Yeah.
[00:44:15] Speaker A: So if somebody was to want to reach out to you, maybe talk to you about their career and the real estate development or just the transition, how would they reach out to you?
[00:44:26] Speaker B: Yeah, I mean, you can Find me on LinkedIn. My profile is there. You can send me a note on LinkedIn. Obviously you can send me an email. I have no Problem giving out my email. It's hperiodmelton1216mail.com. I love to connect. I love to help people, mentor people, people that are in the space, whether it's real estate or if you just need somebody to reach out to understand what it's like to be a leader. What's it like to, as I said, I failed before my career. What's it like to fail? What's it like to try to recover from that and still achieve success?
[00:44:55] Speaker A: You know, And I think that people ask one of the things that they said about the army, hey, guys, do you ever retreat? And I was like, no, you never retreat. You just attack in a different direction.
That's just like with your careers, right?
[00:45:10] Speaker C: Yeah.
[00:45:10] Speaker B: You regroup 100%.
[00:45:12] Speaker A: And that's one of the beautiful things. We don't put a plug in for the military. You know, people don't get it that the military is a job. You know, it's a job.
[00:45:23] Speaker B: It is a job.
[00:45:24] Speaker A: The only thing is, you know, you'll be in a uniform every day, but some places out here you'll be in uniform too, right?
[00:45:29] Speaker D: Yeah.
[00:45:29] Speaker A: Have every kind of position you can think of and just the benefits after the fact.
[00:45:35] Speaker D: Yeah.
[00:45:36] Speaker B: I mean, that was one of my favorite things about the military. I didn't have to worry about what I was going to wear for the day.
[00:45:40] Speaker C: Right.
[00:45:40] Speaker A: Oh, my gosh.
[00:45:41] Speaker B: Sometimes that can be a big decision. What am I going to wear today?
[00:45:45] Speaker A: Thank God for our wives, right?
[00:45:46] Speaker B: That's right. They help in every respect.
[00:45:48] Speaker A: Except for when she leaves early. Then I just. Who knows what I'm gonna end up in that day. But, you know, it's been an amazing time with you today.
Once again, CEO of Caprock Partners. Yes. He said. It's still like, I'm hooked on Caprock Partners. New to Houston, a lot of experience out here.
Veteran, war veteran and, you know, an all around good guy.
Anything else you want to share? That one note that you, if you were talking to somebody directly, what bit of advice would you give them?
[00:46:18] Speaker B: Yeah, Ricky. Well, thank you for having me on the show. I mean, again, what I would say, no matter how successful you are in your career, whether you're just starting out or whether you're at a CEO or vice president level, look, we're all going to fail. And it's just, how do you recover from that failure? You know, it's. It's okay to be scared when you go into something new. That's normal. It's just, how do you surround yourself with good people, how do you leverage their talent? How do you make yourself better? And how do you, together as a team, achieve success?
[00:46:48] Speaker A: Well, Heath, as usual, man, it's always good seeing you again. Welcome back to Houston. Congratulations on your new position.
[00:46:54] Speaker B: Yeah, I appreciate it, Ricky.
[00:46:55] Speaker A: Thank you, guys. Thanks a lot for being at Battle Ready today. We hope you come back and see us again and come look at our website now, Media Television and come see us. Talk to you soon.
[00:47:10] Speaker D: That's it.
