Hi everyone,
I’ve been doing land investing for the past 3 years with good success and am looking to improve in 2025. I’m setting new KPIs for the year and would love some advice on how to level up.
Should I focus on fewer, higher-value deals, or explore subdividing land? I had a strong 2024 and want to make 2025 even better. Any suggestions on strategies, markets, or anything that could help would be great.
Also, if you’ve taken any courses or worked with mentors in this space, I’d love to hear about it.
Thanks so much!
What do your current KPIs look like? Which metrics have you been looking at to date?
Have you ever subdivided land before, or would this be a completely new venture for you?
Thanks for your reply, Seth. Over the last 16 months, I’ve been working with Land Caller, so my current KPI is 1 deal per month for each campaign. When I added another caller, the goal became 1 deal per campaign for each caller, so 2 deals for 2 campaigns. Each deal brings in a minimum of $10k profit, with 3 large deals a year (which can generate $40-100k profit each).
In the past, I’ve also used mailers and texting, but I prefer cold calling the most.
I did try one small subdivision project in Alabama just to test it, and it went well.
I think my main challenge right now is scaling my business and creating more deals than I can buy. From there, I’d like to hire more employees to double my activity and increase my annual profit.
Thanks for sharing!
What would you say is the bottleneck? Are there not enough cold callers to find the leads you can process, or are there already plenty of leads, but you don’t have time to call them all back and process them?
Great question, Seth. There are always enough callers from Land Caller, and I can always add another caller like I’ve done before. The real question for me is whether I should add more callers, increase the number of monthly leads, and hire more employees, or should I focus on a different strategy using just one caller, targeting larger deals with higher value or subdivide projects. I’m trying to figure out the best path forward.
I was talking with a big-shot land investor last week, and he mentioned that when he’s got a goal to grow beyond what his current staff can do, he has to hire the staff first before he can get there. It doesn’t work the other way around, especially because it takes about 6 months to train each new person and get them fluent in how his business works.
All this to say, whatever you’re looking to do, if the goal is to grow in one direction or another, you probably can’t be too gun-shy about hiring.
Even if you plan to do fewer, larger deals, that still requires people… just different people (perhaps local contractors and specialists rather than full-time employees on your staff).