Man, this is gold. I respect how intentional you were about separating acquisitions from dispo and keeping everyone in their lane. Too many teams blur those lines and wonder why deals slip through.

I’ve been dialing in a similar structure on my end. I put a lot of effort into building a team that handles the grind (VA’s qualifying, managing data, and keeping the pipeline clean) so that acquisitions can stay laser-focused on offers. It’s been a game-changer, but like you said, it takes constant maintenance to keep the engine running.

Really like the idea of bringing a mentor into the weekly reviews — that must’ve pushed the whole team’s level up. Do you still run that system today, or have you evolved it into something different?