Welcome back to Lending Leadership: The Mortgage Pros, where we dive deep into what it takes to excel in the mortgage industry not just through numbers, but through authentic leadership, smart recruiting, and building winning teams.

This week’s episode marks our first of 2026, and we’re celebrating a year on the podcast! We’re continuing our Blueprint Series by putting Tom Mills in the hot seat. As someone who’s scaled entire regions in major mortgage companies, Tom Mills shares hard-earned insights on what most firms get wrong when they try to grow too quickly.

Our core focus this episode? Recruiting in the mortgage world. We unpack why it’s more than just filling seats and how true success comes from aligning leadership, values, and trust. We reflect on our own journeys, our recruiting philosophies, and how choosing to attract the right talent makes all the difference in building not just a team but a lasting culture.

We dig into the difference between “shotgun” recruiting versus a “sniper” approach, the trap of transactional recruiting, and the golden handcuffs trend sweeping the industry. You’ll hear stories from the trenches, why creating genuine relationships is the only way forward, and what it really takes to set up a company culture built to attract and keep top talent.

Key takeaways:

1. Recruiting with Intention, Not Desperation: We discuss why building external relationships should be an ongoing pursuit. If you don’t nurture these relationships, recruiting becomes a desperate exercise a slippery slope where you sacrifice your values in exchange for short-term production. Recruiting selectively allows us to stay aligned with our core principles.
2. The Power of Servant Leadership: The best leaders aren’t just great at managing mortgages—they’re experts at managing relationships. We emphasize how our role transitioned from “mortgage business” to “people business” and why understanding, supporting, and leading others toward meaningful change is the foundation of our recruiting philosophy.
3. Defining Your Avatar and Filtering for Fit: We break down why the way you recruit determines the kind of talent you’ll attract. We’re not interested in hiring every top producer—we want those who share our values, who invest in relationships, and who are loyal to their word. Defining the qualities of your ideal team member (beyond production) helps build a high-performing, aligned culture.
4. Why Transactional Recruiting Fails: We examine the industry-wide pivot to treating originators like free agents, dangling big money with contractual “golden handcuffs.” While retention bonuses and contracts might seem attractive, they rarely create happy partnerships—and often lead to misery and turnover. We choose relationship over transaction every time.
5. The Importance of the Onboarding Experience—and Success Stories: The nurture phase of recruiting is a filter for mutual fit, not just a sales pipeline. Once someone joins, onboarding must be intentional, organized, and supportive. We highlight how creating raving fans and success stories within the organization isn’t just good business, it's essential for attracting new talent organically.

Whether you’re a branch manager thinking about recruiting, or a company leader hungry for scalable growth, remember: it’s not about how many seats you fill. It’s about who’s sitting beside you, how they work, and whether you’ve built the kind of environment that helps them and your organization—thrive for the long haul.

Thank you for tuning in! As always, we’d love to hear your questions, challenges, and feedback. Smash that like button and leave us a review. Here’s to building better teams, better leaders, and a stronger industry together.

Robert, Tom, & Dave

When you, when you're not consistently building external relationships and, and, and working on, on recruiting, what happens is you don't have the ability to recruit selectively. You recruit desperately, you know, and you feel like, I've got to get this person. And that's when you venture from your values and you venture from who you define you really want. Because at that point, you want loans, you want production, and you start chasing loans in production. You know, you'll. You're not building the team that you. You want to build, really.

Recruiting isn't just about filling seats. It's about alignment, leadership, and most importantly, trust. In this episode, we're going to break down how Tom Mills scaled entire regions and what most companies get wrong when they try to grow too fast. For the next episode of Lending Leadership with the mortgage pros, I'm Robert Filyaw and Tom Mills. What's up, Millsy? How are you?

What's up, bud? How are you, man? Welcome back.

Good man. Back. Back from. Back from a few weeks in Europe. Italy is. Is amazing. Highly recommend. If you guys haven't been.

Go give it a whirl. Ready to tackle 2026?

Yeah. This is our first one of 2026. We've been a full year on the podcast now.

I know it's crazy to think right out of our. Push us out of our comfort zone a little bit. We've covered some awesome topics. I think we've built a little bit of a following, which is something I think maybe surprises us a little bit. People. People actually listen to us.

Oh, wow. Imagine that.

So listen, man, you know, we're doing this blueprint series and, and you're kind of in the hot seat now, and we're going to focus a lot today talking about your role and, you know what, probably most importantly, how that role factored into recruiting and building and growing, which is something that's so vital in our industry. That's. That, I mean, honestly, if you're not growing, you're dying, right? And especially in the landscape that we're in. But frankly, you and I agree on this. So many people just screw it up. They get it completely wrong. They. They don't come from the right foundation with it.

And, you know, it leads to this kind of cyclic, constant revolving door where it's not relational, it's almost transactional.

And. And it.

It's a problem in our industry. So we're going to dive into all of that. I'm really excited to get chatting with you about it. You know, take us back a little bit you were an RVP at a, you know, at, at a large national company. What does that mean? What, what does that look like on a day to day? How does, how does recruiting play into that? You know, how, how does that factor into your role now? What takeaways, what lessons did you learn that kind of helps guide you and how you operate today?

Yeah, you know, I think the biggest thing, you know, I, I originated up up until 2009, I think it was, I'm sorry, 2011, you know, when I moved out of that, you know, I realized like I was in the mortgage business, but I then really was in the people business, you know, and you know, I, every day in my career for the last now 20, 22 years, I've been in the mortgage business, but you know, for the last 10, 15 years of it, I've been in the people business. I've been in the business of managing relationships, understanding people, understanding how to bring value to people, you know, and understanding how to, how to create vision and really, you know, learned how to lead people towards meaningful change. And I think that's really what, you know, recruiting is. It's, it's really leading people towards, towards meaningful change. And you know, what I learned is, you know, it's a long game. You know, you, it's different. You know, the instant gratification is not there. You're going to be disappointed more.

It, you know, it, it, you have to build relationships. You know, I always say to people I, you know, I want to build a relationship first. I don't recruit anybody I don't have a relationship with. You know, I want to have a relationship with people that we, I work with. So let's focus on that. And you know, hey, if along the way we, we determine that we align, that's awesome. I'll probably turn a different hat on and work to recruit you at that point. But you know, kind of looking at it from a, a different, you know, a different perspective.

So you know, it kind of comes down to that, you know, servant leader. And how do you become that and really how do you become, you know, how, how as a leader, I think in this industry a lot of leaders have been forced to really reflect on that over the last couple of years is, you know, especially layers of management within organizations have been put under the microscope. Values have been questioned, you know, and there's two types of leaders and in this business, you know, there's, there's the leaders that I think that work on your business and there's the leaders that work in your Business. And I, I had removed myself a long time ago from that. That works within, in the business. And to me that means, you know, for my first, for my first 10 years of my career, I prided myself that, like, I knew every guideline, I could solve every complex scenario. And that's just how I chose a lead. Then I realized that wasn't necessarily my highest and best use.

And working on people's business, helping them, you know, with a vision, with growth, with execution was. Was more what. What I chose to focus on. So, you know, I think, you know, without, you know, as a leader in an organization, if, if you're not really strong in one or, or two of those areas, you know.

Yeah, I think, I think, you know, you touched on a couple of key points there. One thing that we've talked about endlessly for years is the, the lack of leadership, right? The relational leadership that's in the industry. So many, so many, quote, unquote, leaders out there really don't do bupkis, right? They don't lead, they don't, they don't have that personal relationship. They don't have a vested interest in partnering with you to help you grow and achieve your goals. Frankly, in a lot of cases, you're just a payday to them. They're just fluff and more so they don't have a lot of power or authority to do things to help you grow your business and to, to move the needle.

So knowledge, ability, you know, or.

Knowledge or ability.

Right.

Yeah, I know. That's one of the things as you and I work together that was pretty refreshing is that, you know, if you said that you were going to get something done, if there was a problem that we had, if there was a challenge, if there was something we were trying to accomplish, you were right there lockstep and, you know, had the leadership, the knowledge, the experience to kind of drive through it and get to the other side, that's powerful and it's, frankly, it's missing in a lot of organizations today. So I think, you know, that's something that we've aligned with really well. I think it's a big cornerstone to a lot of the success we've had in recruiting, honestly.

Yeah, I mean, it's, you know, at the end of the day, as a leader, you know, you have to have values, right? You have to live by those values. And those, you know, the people that work with you, they. They're either going to come to really respect those values and know them and know consistency, or everything you do is going to put them in question every time, you know, so I, I think, you know, that's, that's, you know, when I remove myself from working, you know, in the business, that didn't mean I removed myself from the trenches. That didn't mean I'm no, I'm humble, I'm above that, you know. You know, so that, you know, when you have to show for people, sometimes it is just speed of response and it is taking quick action and saying, you know, when somebody's got a lot going on, saying hey, I got this for you, I'll take care of this. You know, it's a servant leadership mentality really.

Yeah. You know, I think as we talk about that, you know, it kind of goes to the root of your recruiting philosophy and really kind of how you build your avatar and having those values and knowing how you want to attract talent. Because you know, you and I are both firm believers. We've spent hundreds of hours on this. Right. So like we're really firm believers in the way you attract talent is going to determine the talent that you attract. Right?

Yeah.

How do you define kind of good recruiting versus bad? What do you look at when you're evaluating maybe a branch or an lo. What, what's some non negotiables that you have in your recruiting philosophies that you just won't compromise on? Talk. Talk to us about some of the meat and potatoes of that.

Yeah, let's start good recruiting versus bad. I would say shotgun versus sniper, you know, is how I really look at that. And in the earlier years of when I began recruiting and building teams, it was, you had no choice but to shotgun approach it because the data wasn't really there and available. So you know, your recru recruiting goals were tied to how many LOS you added. That's I can tell you. I, I've removed ever since data became available. That has not been a philosophy I had.

We, we don't, we don't have any number of how many ellos we want to.

Yeah, that's a really bad place to be is just trying to add los feeling you have to add loan officers and, and just feeling like hey, if the numbers come in, the numbers come in and, and that's. I think the difference between, you know, what makes good and great teams. You know, everybody is, should not be a fit for every team. If you're, if you feel like your team is a fit for everybody, you're really truly a fit for nobody in my mind because you know, you have to define who you are, who you work well with the avatar of that individual, the, the qualities that you look for in them. You know, I think that's, that's the most important thing. So, you know, I think that that's the first thing I learned is where do you begin? You know, and, and, and I think that's, you know, defining your, your, your candidate that you're going after. You know, what they look like, and I'm not talking about, you know, what they look like, you know, from, from, you know, what they look like from a, you know, their time in the business, their level of production, what they look like within their market, their community, if that matters to you, you know, you know, some of the values that we look, we, we like to look for people that aren't looking to make a move. You know, people that, you know, build their business over a long period of time at places.

So, you know, you can tell that, you know, they, they value relationships, are loyal. You know, that's not the person that every little challenge, they, they flock to the next place because the, the grass is greener, you know, and I think, you know, in the earlier years, I would define it and I found myself defining it more on production, thinking production means they do all these things and, and that's not the case. You know, I remember I had, I had an originator, a manager one time that, you know, a great guy but just a bad leader, you know, like, not a good leader of his people, you know, did really nothing. It's like, hey, what's it like to be on this person's team? Like, you know, there's no salesman, there's no nothing. There's, you know, it's, it's kind of like, you know, it's built for that originator that just wants to hang their license somewhere and, and not be messed with. And, you know, asked me one time like, you know, how come, how come you've helped others recruit and you haven't helped me recruit? I'm like, look, man, when I find someone that says I'm not looking for leadership, I don't want to be called. I don't want to show up to a meeting. I don't want to ever meet anybody in the company.

I don't want to show my face. I don't make sales calls. I don't do this, I will do this. You know, you really have to think like, you know, I said to him, I was like, if I find that person, I'm going to find them and I'm going to put them on your team because they're perfect for you. When you, when you're not consistently building external relationships and working on recruiting, what happens is you don't have the ability to recruit selectively. You recruit desperately, you know, and you feel like, I've got to get this person. And that's when you venture from your values and you venture from who you define you really want. Because at that point you want loans and you want production and you start chasing loans in production.

You know, you'll, you're not building the, the team that you, you want to build.

Really, it, it becomes transactional and yeah, it's, it's a, you know, more of a use relationship than actual partnership. And we, we never see it end well. Right. We've seen this. You, you said so much. There, there's a lot to unpack and you and I are so aligned in, in so much of this thought and philosophy and I do think it, it's a big differentiator for us in the industry and sets us apart. We see so much of this transactional recruiting, right? We, we see stuff every day that kind of makes us scratch our head. We're just, it's almost like free agency, like just crazy money.

Let me throw this. And you're going to come here for two years, you know, and then at the end of that we're going to negotiate another contract, hopefully to keep you. And like, that's not a mindset or a world that you and I ever want to be in or live in. How do you think that, where do you think that's come from over time? Where do you think that trend is heading? Do you see it changing? If so, in what ways? Because we, we see a lot of this, right? And it's, we see people get the, the golden handcuffs put on them. They take the money and then we talk to people that are three months, four months into some two year contract that they signed for some stupid amount of money that frankly in most cases wasn't warranted and they're completely miserable.

Yeah, you know, I think in most cases, yeah. I mean, I, first off, I hate where the business is going. The term free agency is the only really word I can think of to kind of explain it because it's, you know, you literally have people signing for exit term receive X amount of money to stay on for X term. And sometimes in an abusive relationship, you know, in most cases, I would say the money you're being paid is half of what you're being overcharged.

You know, I would say in all cases, yeah.

And what's interesting is it's, you know, a lot of times it's a retention strategy now of organizations is to lock them back under contract when it was, you know, sometimes it wasn't money that led people to. To looking at other opportunities. It was other things. But then they're, they're, they're. You know, the thing the company has to offer back is the. Is the money to stay. You know, look, I mean, we, we're not transactional here. We are very relational.

You know, I take a lot of. Lot of pride in the fact. And, you know, we had, you know, another 32 people join the organization yesterday and that joined the organization yesterday with zero golden handcuffs. They could leave tomorrow, they could leave next month. There's no recourse. There's no legal action. There's no money that was paid to them. You know, I.

It aligns with their vision, with. With where they want to take their business, and they decided we're the right partners to help them get there. Great stuff here. I want to dig in a little bit about the process, right. And then move from the process to the actual onboarding, because so much of that is. Is vital. And I think, honestly, I think right here, just. Just the foundational piece and the philosophy of having your avatar and taking that sniper approach versus the shotgun and using the data that's out there and knowing who it is that you want to build the relationship with and going deep with those people and really using it as a filter to get rid of the noise and the people that aren't fit, that.

That may even be the most important is filtering out those who aren't a fit, so you're not spending time on them. Once you've identified those people that are the people you want to sew into that you want to partner with, that you want to help grow and develop. What does that pipeline look like? What, what, what does the nurture phase. I know this is where I've screwed a lot up because it's easy to get lost in the weeds there. So what does that look like? The steps and then once you get the commitment and now you've decided to partner together, what does onboarding look like? What. What do you prioritize there? What are some missteps to be, you know, cautious of?

Yeah, man, there's a lot of steps there, right? And I think the first thing is, you know, you know, if you're a manager out there looking to recruit or team lead looking to recruit or company looking to recruit, you know, you really. You really have to get an across the organization, an organizational commitment to that, because that's what it, that's what I believe it takes. It's not one person doesn't recruit people to a company. The more people you actually involve in that, the more better chance in my mind you have of bringing that person into your family because they gravitate towards people and you know, it's, you know, there's a lot of those people become their lifeline. So getting, building relationships there is really important. But you know, ultimately, you know, when, you know, when you as an organization commit to recruiting, it's, you know, it's leadership, committing to their, their role in the process. It's committing HR and onboarding, you know, to, to really a refined process because if you don't onboard people really well, you lose trust really fast and you don't create good stories. You'll spend five times the time, the time to earn someone's trust back, you know.

You know, if you, if you lose it as, as if you just come in and kind of, you know, have a refined system that makes a lot of sense that I totally sputtered that, you know, ultimately I look at everything like a sales funnel. You define, you define your avatar, you define those fits that you have for your organization, for your branch. And at that point they're just a lead. Right. You know, so you know, what we, you know, as we're. I've learned along the way to try to, you know, find as much as you can about those leads. And since you're being, you know, more sniper ish in your approach, you can invest a little time like you, you know, you can invest a little time to learn more about them, understand some of their values, have some notes and some understanding around that. But ultimately, you know, it, it all starts with a conversation, you know, and, and I think you have to be open minded to not thinking where you know, you, you want to think it's conversation onto this.

Then we cover, you know, pricing, then we cover operations, then we make an offer like that sounds like this perfect road map, right? I've learned to simplify that a little bit. Yes, you got to cover all those things. I've learned to simplify a little bit more and try to learn, learn as much as I can about them and, and call one and no, no other goal but to get them to move to a call too, you know? Yeah, the call of the call is always a move to a next call to mutually feel like it's worth moving to a next call, you know, and it has to be genuine it can't be forced because again, I mean, we're reaching out to people that aren't dropping an application and waving their hand saying, hey, I, I'm out interviewing companies, you know, we're, we're coming into their world to introduce, you know, us, and sometimes they know us, sometimes they don't. You know, so it's, it's a commitment to a process of building a relationship, finding opportunities for alignment to find out is there meaningful change for this person that you can lead them towards. There's a million things that need to happen through that. People introduction, department introductions, you know, workflow, walkthroughs, you know, really discussing, you know, letting them see your vision, your, you know, the whole nine yards. You've got to cover all those things. The way that happens doesn't matter.

You know, I also believe, you know, while you're constantly moving to the next call, it doesn't mean you're kicking the can down the road. There's a point in time you need to get intentional about what, what it is that you're doing here and that you feel like they're a fit and you'd like to take some steps towards, you know, towards them discovering if, if they mutually agree on that and then outlaying those steps. And, you know, I, I, I think a face to face is a really important part of that process at some point along the way.

Yeah, I agree totally. I think we've, and we've seen this work time and time again, right. Like, it's, it's kind of a tried and true and, you know, probably more important than the onboardings. Don't get me wrong, that's super important. But more important is to me, some of the examples that we can go back to on, you know, maybe when we get to that third call or that fourth call and you find an impasse, you find a showstopper. And you know, because you had your avatar and you have your core principles and philosophies and you know, who is a fit and what you're looking for. This is, you know, guys, this is very much a filter process. You're trying to make sure they're a fit for you as much as they're trying to make sure you're fit for them.

Right. And I think, I think when you said something earlier, Tom, when you recruit consistently, you don't have to get desperate with it. You can get really selective and that's a powerful place to be because when you get to that third call and you find something that is a, a showstopper you stop the show. You, you don't, you don't move forward because you know what you're looking.

Hey, I'm going to be honest with you. You know, we look at that completely different, and that wouldn't be something that we would allow. And, you know, I know that's important to you. So I wanted to kind of lay it out there now, or I think a lot of companies want to sweep that under the rug and act like that elephant's not sitting in the room. It's in the room like the dress.

Is going to come up.

Because let me tell you something, when that elephant's in the room and you're on in the same company together, that elephant's a lot bigger and a lot louder. You know, I, I'd rather, I'd rather, I'd rather squash it there, determine we're not a fit. And, you know, because you mean we. You talk about the onboarding process. I mean, you, you should pour a lot into that as an organization and, and, you know, really make sure that the people that you're onboarding are fit to your, Your company. Because that's a lot of time and energy that that's put towards them. That's deserve, they deserve that, that focus. But, you know, and we find that even before, you know, even before making an offer, it's important to say, hey, you know, I want to discuss an offer with you before we get into that.

You know, set the stage for a call to go over the offer, but really talk through the transition and what that looks like. How will, you know, how detailed will it be, what steps are going to take? Because that seems very daunting, especially when your avatar is a, you know, a top producer, like what we're going after. You've got, you know, the large pipelines, they have a lot of relationships, a lot of logistics and offices and signage and, you know, there's so many things going on and, you know, it's, it's, it seems daunting. So you have to start to make that, that transition look more clear, that roadmap look more clear, to kind of lead them along it. And then your offer kind of come in and, and again, walk through that transition and what that looks like.

I love that, you know, it's, it's so important that you paint the roadmap because this is not something the targeted candidates that we're looking for, that we really want to build relationships with are not people that move very consistently. Right? So this is, this is going to be outside of the Norm for them, they're not going to. They're not, they're not the people that move every year or every two years. Right. They've been in a company for five, six, seven years. It may be their first move. So having that clear, concise roadmap to take away some of those anxieties. You know, one thing that I heard a long time ago and it stuck with me is people do not resist change.

Everyone says, oh, no one wants change. Change is hard. People don't resist change. People resist confusion. And when you don't have that clear roadmap, you have a lot of confusion. And then that is why they put the hesitation up. And I think when, when you have a clear roadmap and onboarding and you really, it's your first, it's your first opportunity also to show them that you're the partner and you're going to guide them through this. Right.

And you're going to walk them through it and they don't need to have the concerns when you do that. It makes people a lot more open to taking that leap with you.

Yeah, yeah. It's a, it's a huge commitment, you know, an originator to make to change their alignment to a new organization. It's a huge commitment and, you know, it has to be handled delicately, with care, thoughtfully, you know, on, on a process that is proven successful. You know, that's what people are look for. They, you know, and I think you have to have those stories created along the way. You know, I think to, to recruit well, you know, I mean, good luck to companies that are losing people that just decide now they're going to go recruit, you know, because you have to be, you have to be really attractive to recruits, which means you have to have a movement towards you. You have to have people coming on and you have to create really good success stories. You have to create raving fans because those next people you're kind of feeding through the pipeline, you want to encourage them to talk to those other people.

Hey, reach out to such and such. You know, he's in Maine and joined us, you know, a couple of months ago. You know, I honestly, you know, I won't ask you to reach out and ask about his experience through the onboarding process as that's a concern of yours. You, you have to have that, those, you know, those in internal, you know, hype people, cheerleaders that believe in what you're doing, that, you know, those Raven fans, like I said that. Or, or, or there's certainly going to be more Skepticism around, you know, their, their move to your company.

I think, yeah, I think, you know, past always predicts future and, and the, the vice versa is true also. Right. Like this is so important to nail because you know, if you don't, the opposite is true. And now you have disgruntledness that is going to be out there in the industry or that people are going to hear and you know, we, we've seen you know, over promise under deliver time and time again in the recruiting and it leaves a bad taste in the mouth of everyone. It's a lack of leadership, you know, it just, it's a culture destroyer also. So if you're a leader out there and you're, you don't tackle those elephants, you don't know where you stand and you won't tackle the difficult conversations in advance and you bring people in, they're going to see through it and it's going to blow up in your face and it's going to be a net negative rather than a net positive. So let this be your call, your wake up call. If you're out there recruiting that way, stop it.

Yeah, I'll say this too. I mean, I think, you know, we talk about people move towards what they perceive as meaningful change. I think they move towards leadership is, is what they move towards. So you know, when people start to think about I want to recruit, how do I recruit? You know, we can get in to build your avatar, build your list, hire this person, build this process, have an onboarding process in the end of the day, you know, as Lee, as a lead, you have to be a leader first. So as a leader, I think your primary role as a leader is to build that ecosystem that allows people to excel and produce at a high level and, and love doing it. You have to build that ecosystem that comes with successes, that comes with, you know, you know, successes all around, proven results, social proof that it's there. And, and, and then the people that, that you put them in contact with, they, you know, people can feel genuine or not. You know, so when you put a recruit in contact with people that genuinely are bought into the leadership, what you're doing as an organization, it's a different, it's a, you know, if, so if you're a branch manager out there that is really thinking that you want to recruit.

I'll tell you, start acting as if you have the sales team that you want in your avatar right now. Even if you don't have a single loan officer on your team, start conducting business that way. Start building the ecosystem that you think allows people to thrive and then look to bring them into it, don't think you're going to bring them in and create the ecosystem around it. They're looking to come into something that's proven, that's going to take them to a place that they're not at now. Meaningful change, more success, you know, so focus, I think so many people just focus on how do I bring people in. Focus on how do you bring people in that, that, that you're not going to lose them when you bring them in. I think that's a bigger, the, the bigger focus that organizations should have. You know, retention is bigger than recruiting.

It's more important than recruiting. In my mind. I don't know. Companies that don't recruit well, they also don't retain well, number one. But, and we said it all the time, I never want to be in a world of we're bringing in as fast as we're losing. I'll stop the show, we won't recruit another person and we'll fix this, you know, because something's broken and, and you really have to realize your ecosystems is not what you, you, you know, you think it is or you want it to be. It's, it's not proven.

Yeah, man, such good stuff here. We, I honestly, we could, we could keep going for another hour or two. There's, there's other questions that I have. We're going to have to hit a follow up session. We're, we're out of time for today. Tom, thanks so much man, for, for the valuable insight. You know, this is something that, that is near and dear to our heart. It's something we live day in and day out and always striving to get better and, and just improve.

So thanks so much for the time. Listen, everyone out there listening. If you have questions, comments, we'd love to hear from you. Any feedback or, you know, anything that you want to challenge us on. I would love to have some dialogue on that. Obviously. Hit that smash that like button and leave us a nice review for Tom Mills. I'm Robert Filyaw on lending leadership with the Mortgage Pros.

Y' all have a great day.

Have a great day. Thanks all.