As the saying goes, behind every great man is a great woman.Â Sheri Hamilton is proof of that.Â In 2011, Sheri took on the role of the Chief Operating Officer for Grant Cardone Enterprises. Leaving the big corporate world, she entered the entrepreneurial world and succeeded. Sheri talks about being second-in-command to Grant Cardone, sharing what itâ€™s like to be in the shadows of the brands and making the CEO iconic, all the while imparting wisdom about what it really means to be in the job.Â In her tenure at the helm, the organization has grown from four properties and a staff of eight into a thriving venture. She talks to us about how she did it, touching on the importance of growing your team, connecting with customers, and having a good CEO-COO relationship.
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Grant Cardone Enterprises COO, Sheri Hamilton
Sheri Hamilton brings years of corporate operational experience to her executive role in Grant Cardone’s enterprise of companies. She joined the company back in 2011 as COO for Cardone Training Technologies and also Cardone Capital, Cardone Real Estate Acquisitions and Cardone Enterprises, Inc. In her tenure at the helm of the organization, they’ve grown from four properties and a staff of eight to a thriving venture with over 107 employees, $800 million in assets and five successfully-performing real estate investment funds. They also have a digital TV network, an ad agency and a world-class online sales training university and a bar setting entrepreneur business conference, 10X Growth Con, expecting 35,000 attendees for three days in only its third year. Sheri has a background with JPMorgan Chase, Option One Mortgage Corporation and studio head of United Artists in Hollywood, California. In her free time, she enjoys beach walks, contributing to local charities and piloting single-engine planes. Sheri, thank you very much for being on the show.
Thank you so much for having me. I appreciate it.
The inspiration for starting this show was we often hear from the entrepreneur. Everyone wants to know the story of how the entrepreneur or the CEO has built the company. Grant Cardone is certainly one of those figures. People follow him around and want to know what’s going on and how he did it all, but there’s always the rest of the story. I liken it to when two parents, maybe a husband and wife are raising a family. You ask the wife, “How did you raise your children?” She’ll give you a very true story of how they raised their kids. You ask the husband, “How did you raise your children?” He’ll have a true story of how they raised their kids and they’ll be completely different but both valid. Iâ€™d love to know how you got involved with Cardone. Give us some of the backgrounds and then we’ll dive in.
I met Grant’s twin brother, Gary. We were doing a charity event. I met Gary and befriended him. We were hanging in the same circles. We were attending the grand opening of this big building that we had helped fundraise for. I then met Grant and his wife, Elena. They came into town. It was a cool themed event. Here comes Grant and Elena with the cowboy hats and the full garb and all decked out. That was my first time meeting Grant as an introduction from his brother. From there, I attended some parties and started running in the same circles when I moved to LA. I ended up meeting him later as far as the possibility of helping him run his business.
What do you think he saw in you in terms of taking over in that second-in-command role?
I was corporate where he was more cowboy. It’s the definition of our first meeting. He was definitely on his own. He had a few people. The business was run out of the pool house at his beautiful home in the Hollywood Hills at the time. I came from a corporate background, JPMorgan Chase, United Artists, boards of directors, nationwide audits and governmental agencies. I felt I was the person that he could rely on to know all the things that he didn’t know and take on all of those things that he didn’t want to handle. He wanted to get involved in the creation of the business, the creation of his technology, the creation of his university, teaching people, talking to people and being himself. All of those administrative functions having to do with hiring, firing, policies, procedures and details. That’s not what he loves to do. He saw in me somebody who had that background and that capability.
It’s the classic visionary implementer role. It makes sense of what he saw in you. Why would you leave such a big corporate world and a corporate track and join such a small entrepreneurial company? What did you see? What grabbed you?
He says he had to court me for a couple of years before we did say, “We’re going to do this thing.” It was a unique time because as 2008 had rolled around and the world changed at JPMorgan Chase. A lot of things were not as they were. Big agencies were closing down. Banks were closing down. That whole world had quite a reset. It wasn’t like I felt, “I’m needing something at the top of it.” I felt like, â€œI’m coming into something brand new that’s super exciting that has an amazing amount of potential rather than something that possibly had reached its peak and was on the ground.â€
There’s a lot of talk around bringing key executives from big companies into small entrepreneurial companies and how they often fail at that. Why do you think you were successful at leaving the big corporate world and getting into the entrepreneurial world where it’s often a jack of all trades, master of none when you’re a small business? How did you get into that culture? What do you think made you successful at that in the earlier days?
It’s because my dad started his own business when I was small, I was six years old in fact. He left working for his father. They were the authorized Maytag repair company. He had the audacity to break out into his own service division. He operated out of our home. I was six and I learned how to file. I learned how to put things in alphabetical order for him. As I grew up in his business, I did everything. Everything from taking phone calls to dispatching technicians to troubleshooting over the phone. One summer, I ran the parts department with the huge microfiche full of arrows and numbers. I feel being raised in an environment like that where I had to do everything which helps you understand the entrepreneurial mindset and what it takes to make something successful.
Give us the helicopter tour of the Cardone Enterprises that you’re running and the 107-ish employees. What functional areas of the business report to you? Are there any areas that are still reporting to Grant?
Every single area of the company reports into me. We’re starting to see that these divisions branch out into what’s coming in to be as their own companies almost. That is the challenge. We have Grant as the public speaker and the keynote speaker that travels the world. We have Grant as the unbelievable multifamily investor. That venture is going incredibly well. It’s growing so much that it’s something that we are definitely going to have and be its own entity with another operations manager soon. Now, we have ten employees over there. We’ve got another thirteen employees in the ad agency that we started. We have our eCommerce group. We’ve got the online university group. Grant as an author and writing books, that’s a whole other division. Let alone Grant as the host of Cardone Zone, The G&E Show, The Young Hustlers Show, The Real Estate show and our whole division that is Grant Cardone TV. On top of that with the whole live event, honestly itâ€™s taken on a life of its own.
Is he a classic underachiever?
He is. It does take a special person and group to support him.
I want to know about some of the support stuff that you have to do to play with him. What’s it like to be in the shadows of the brands? This is common for every second-in-command. One of our jobs is to make the CEO iconic. It’s often walking in the shadows. What’s it like for you to walk in the shadows when you know you’re doing so much of it? Often you walk as an unknown.
If you are in a position where you desire the spotlight and you must have that acknowledgment, it’s probably the wrong role for you. You should probably be out there doing something else that would get that for you. For me, I never needed that. The satisfaction that I get comes from every single day when I have an employee that’s doing better because of something that we’ve talked about or the statistics rise or something else is happening. It’s our first time doing an event and we’ve pulled off 9,000 people at the Mandalay Bay Events Center. Those things bring me the gratification that I need. If I were the type of person that needed that attention or acknowledgment, I’m afraid it wouldn’t last long because it’s not that role.
I was at the Thrive Conference with Grant. He and I have shared the stage a few times together. I was at the event in Vegas when he and Elena were holding the party up at the top of Mandalay Bay when that awful shooting happened. I want to know from you as to what it was like when we had a lot of our friends that were there. They were in lockdown until around 7:00 AM, 7:30 AM up there. What was it like for you running a company when the figurehead was in such a dangerous place and a scary place? We didn’t have a lot of communication with him during that time as well. What was that like? How did you work through that? That’s one that doesn’t come out of a normal playbook.
Luckily, with my backgrounds in some of the other roles that I’ve had, I’ve had to handle unfortunately 9/11 when I was with Chase. When I was with United Artists, we had some other things that happened with the studio head there. Nothing that was dangerous like that but going into places that were worldwide, globally known to be dangerous and precautions needed to be taken. I am used to reacting quickly, levelheadedly and being effective. What I did is when I saw that, it was about 2:00 AM when I got the phone call. I was asleep but that phone rang and I got it. I talked to our aviation people because our plane was there. I said, “I need to know number one is the airport passable? Are we going to be able to take off? Number two, how do I get them to the plane? How do I get through all of these barriers and get him and the team out and over to the plane?â€ We worked through that plan. We coordinated with some friends of ours that we had there in Vegas. That’s exactly what we did.
Did you get him out early then?
As soon as they were able to leave the hotel, we got them to the plane and they took off. I was able to breathe much easier.
I was supposed to be at that dinner that night and I declined. I originally said, “Yes, I am going to be there,” then I changed my mind and decided to fly home to Vancouver that night instead. I remember when I woke up in the morning and seeing the news and seeing all my friends’ text messages and stuff coming through, it was a scary time to go through.
You have to look at yourself and go, “How did I know to do that at that moment?” Trusting yourself is key.
Grant has definitely an idea plan later or execute. How do you play clean up to that? How do you say no when you feel you need to say no? How do you give him permission to start all the things he wants to and then you get to figure out the how later?
I feel it’s probably because I know what he’s trying to do. I’m 1,000% on board with what he’s trying to accomplish. I love the mission of what he wants to do. That’s why it’s my privilege to support him in making sure that gets executed. He calls himself the hurricane. It’s no mystery to him. He comes in. He causes all sorts of problems and messes. What we do is we try to put processes in place beforehand. Every time we have something happen that we go, “This is a mess.” I meet with the team and say, “What can we put in place that allows for this in the future that it’s not such a logistical nightmare in the background?” We learn as we go how to prepare to allow him to be as free as he wants to be.
That’s where the skill comes in because you have to think outside the box for sure. The usual ways don’t work. It’s true every single day we’re trying to figure out how we do something different, better, faster, without all of the red teeth that we would normally see in something. When it comes down to we cannot do that or that would harm our brand or that’s something that is going to be detrimental to the customer. It’s not good customer experience. I talked to him and said, “What we’re finding is this and we’re hearing that.” He’ll say, “Who’s telling you that?”
When I go to him with those, I always have some examples. I said, “Watch this. When you go here and you do this, or when you hear this and you go there, you reach a dead end,â€ or whatever the example might be. He’ll say, “I don’t want that.â€ It’s simply because he’s such a great person. The purposes are aligned. I’m not trying to do something other than what he’s doing. As long as I communicate to him challenges that we’re having and executing his plan, his dream, his mission, he’ll be like, “We can’t have any stops or any blocks on that.” It works out fine.
Give us an example of what you’re doing to build out the team. When you’re on such a rapid growth rate, it’s often hard to grow your people. I’ve often said, “The best leaders are the ones who grow people.” Can you talk to us about how you’re growing your team and how you’re growing the people inside the organization?
We have such a great team. Many of my managers are new. They were promoted because they were excellent performers in their departments. It’s not like my customer service manager has always been a customer service manager. She was a stellar customer service person. Now she’s managing ten people in the customer service team. We’ve got a guy back in client relations who are managing our corporate client division. He’s not managed a big team like that before, but he is the number one corporate client relations person. The way that I’ve been developing them is I meet with each one of my managers once a week privately. We go over, “What are you running into? What challenges are you having? Who’s performing well? How are you acknowledging those people? Who needs improvement? How are we handling those people?â€
By coaching them in those real-life situations once a week privately, they grow as management because then they understand the next time they see that situation, they know what to do. I coach them through reviews. I coach them through any training they need to give to their team. In addition to that, we have a manager meeting once a week. They all come and usually, I’ll go over with them some particular premise or concept about managing the team. It’s a group education piece that we do a coordination point so that if we’re coming out with a new product, for example, it’s not only the web team has to know about that, the accounting needs to know. Customer service needs to know and the sales team needs to know. Everybody down the line needs to know so that we’re prepared to deliver.
Are you growing them ongoing as well?
Are there any core areas that you’re focused on if you were to look across all of your managers? Are there any one or two skills that you’re focusing on growing for them?
It’s the people management. That is the toughest part of any manager’s role. The reason that it’s tough is that people have a variety of different things. When you’re trying to handle a person, if you get into the trouble that particular person is having, then you might think that you have to have a million sets of handlings in your bag of tricks in order to handle people at work. I feel that is not the case. I feel that if you are competent in your managerial skills and if you’ve done a good job in hiring that person, and setting expectations for that employee and you coach them along, you can keep it about the job. About company, the job they’re doing and their performance rather than try to handle that individual person’s situation, whatever it may be. It’s either getting the job done or it isn’t getting the job done.
I know you’re hard driving as a company, very achievement and goal-oriented and drive thrive. How are you as a company when people are having individual issues in their lives? All of us in some way are struggling deeply with something. You’ve got something you’re struggling with. Grant does. I do. Somewhere in our family or ourselves or with our children, we’re all going through something. How do you take that into consideration without it impacting the results?
It’s easy because everybody here has the same goal, which is that the customer must be served. One of our sales team, he’s new on the sales team and his father passed away. We rallied around him. We took hold of his clients. We made sure that they were all serviced and made sure that he had the time that he needed with his family to make sure that his mom and family were helped. We’re not unfeeling when it comes to somebody who’s having an issue. At the same time, if you have somebody who’s underperforming and then they also have issues that are personal issues, you have to separate those two. If they’re underperforming as usual, we try to manage that person and give them the corrective action and training path they need. If they’re able to be managed up, then we’re happy. If they have to be managed out, then we realized that we have to do what’s good for the team.
You’ve got to take care of the A players, not always the C players as well.
We have to take care of the customers first and foremost. We need the full team complement in order to be able to do that the way that we want to do it.
Tell me a little bit about the 10X Growth Conference. You said that in a few years, you’re going from 0 to 35,000 people. What’s made it successful? While we passed on its growth, what do you think were you doing that is connecting with the customer or is different from everybody else?
People want to see Grant Cardone live. It’s interesting because when I came on with the company, he was transitioning from doing live conferences to 500 people audiences around the country traveling all the time. He was away from his family. He had created the online universities so that he didn’t have to do that anymore. He was coming home. He was running the company from the house. We were selling the training to corporations and individuals so that they could see him and listen to his technology and benefit from it 24/7 whenever it worked for them. They didn’t have to go to a hotel somewhere. They didn’t have to travel. They didn’t have to take time off work. They could study new short five-minute segments.
As we made this track over the last several years, about a couple of years ago, he became such a phenomenon and popular. I feel that the social media piece is authentic and transparent. He’s generous with his time and during Q&As with people. They call him Uncle G. His audience demanded a live event. They’re just like, “When are we going to see you live? When can you come here? When can I see you? Where’s he speaking?” The speaking engagements we were doing were private corporate events that he was hired to speak at. We couldn’t have his fans there. It became truly by popular demand that we had to say, “We give up. We have to have Grant live somewhere so that people can come and see him.” It’s a running joke because I was at the Diplomat Hotel here in Hollywood Beach and I said, “Let’s plan for 500 people. We’ll see what happens.” We’ve got to block as many rooms and have this many security. Everybody wants to plan. I’m thinking, “Let’s plan for 500.” Five times of that showed up. We ended up with 2,500. We kept saying, “We need more space. Can we have a little more space? Can you move this other group?” That was our first one.
When we decided to do the second one, we knew that we better allow a little bit more space. That’s why we went to 10,000 in Vegas where there were plenty of hotel rooms and plenty of the auxiliary space to move into, convention center and easy to fly in and out. We have people from out of the country. It was amazing. After that experience, we pulled the audience in the Vegas conference and said, “Where would you want to go? Would you want to come back to Vegas or do you want to go to Miami?” They all said Miami. It’s a challenge because we are not Las Vegas. You don’t have these big convention centers connected to the hotel. When somebody flies in, you don’t have thousands of hotel rooms that are right there. No car rental needed. It was quite a challenge but we’re going for it.
I’m thinking about how you stay connected with the vision. Grant has not only the overarching vision for the group of companies but probably for each of the individual businesses. How do you ensure that you and he are in complete sync on the vision of what the company looks and feels like and acts like a few years out? How do you get him in sync with what your plans are? I envisioned this always like a homeowner building a house. You can’t hire the contractor and say, â€œBuild me my dream home,â€ and leave for a year because they’d build you something, but it might not look anything like your visioning. How do you get in sync so that the plans link up and that his vision syncs up with you?
Being with him for several years, I’ve grown to understand him more and more. The way that we stay in sync is we try to meet once a month at least off premises, outside the business. A lot of times he and Jared and I will get together on a Sunday morning, super early, 8:00. We’ll go someplace quiet. We’ll go over, “In the real estate business, what do we want to see?” It’s a goal-setting. It’s nothing to do with mechanics. The mechanics are the thing that he needs me to be in charge of. When you start to have this beautiful idea, for example, “Let’s have 35,000 people in Miami.” If you start to think of where are they staying? How are they getting here? How are we going to feed them? What’s going to happen? How are we going to sell them tickets? If you get him to any of those mechanics and logistics, you’re going to stop holding your tracks.
What also works well with the CEO-COO relationship to become that true yin and yang relationship is trust. What do you think both of you are doing to keep the trust high between the two of you? Has there ever been anything that’s ever happened along the way that maybe broke the trust intermittently or for a moment?
I can’t say that there’s anything that’s ever broken trust, but we’re candid with each other. We’ve known each other long enough and we know each other well enough to know what our true goals are and that we’re both here doing the very best we can for the company. I don’t think that there’s any point at which we said, “Our trust is broken with each other.” There have definitely been times when he would say, “Why are we doing it that way? Why is this person still here? Why haven’t you fired that person? Why haven’t we hired this other position,” or questioned why? Without getting into too much justification, I tell him, “G, I’m on it. I’m doing these actions and I’m totally in sync with you.”
If you go to somebody and you try to explain and justify, it becomes something else to ridge up against. I keep him informed on the reports. The reports are what he wants to see. I get him that P&L. He sees those numbers going up. He looks at the P&L. He says, “Look at these expenses here and these expenses there. Are we spending enough in salary or in advertising and this and that?â€ He looks it over and he goes, “That’s right.” That is what gives him the trust in me that he has because at the end of the day, the numbers are going to tell him the full picture.
You speak with him candidly. I have always felt that that’s something that the COO’s job is to be the one saying the emperor has no clothes when many other people are nervous to tell the truth or to say what they feel. We have to almost put ourselves at risk at times to truly say what needs to be said and they respect that. The CEO is starving for the truth. When their gutâ€™s saying one thing and all the people around them are saying something else and they need to have that truth often so that they can get in front of the brutal facts as well.
It’s key. I wouldn’t be doing my job nor is anybody else in that type of role if they’re a yes person. He wouldn’t need me if he wanted a yes person. He could find somebody else. Also, I never come up him from a make wrong standpoint like, “You’re doing it wrong.” I always come at it from the point of, “This is getting in the road of us accomplishing what you want to accomplish.” When I want to talk to him, it’s not all that often that we need that thing that makes you nervous to talk about because you’re much in sync most of the time. If anything, he’s intuitive. I’ll say, “We’re going to have to review so and so.” He’s like, “I agree with that.” I don’t have to go into a thing.
If there is something sensitive, I make sure that it’s a private moment. I say, “G, can I talk to you about something? I think it’s important.” He’ll always say, “Yes.” There was one time when I thought this is going to be rough on him to experience this communication. I got my purse and I walked over to him, which I’ve never done. I said, “G, do you want to take a ride?” He knew he had to say yes because I’ve never asked him that ever in several years. He knew I needed to talk to him. He was like, “I guess I do. Let’s go.” It’s hard to get a private word. It’s important to not have any additional peanut gallery input. To keep it clean and about what we need to talk about and not a lot of emotion or pet projects or those things that other people might interject in.
It’s also like a marriage. You need a date night once in a while. You need time for the two of you to get in sync again. You don’t need to have the rest of the leadership team or the people or even the business around. Sometimes getting offsite is powerful.
It’s extremely powerful. We’re lucky enough that we do get that when we do our offsite events. We do get some of that. After each Growth Con that we’ve had, we’ve taken the executive team. We’ve gotten on a plane and gone to the mountain. We had this beautiful house in Utah. We have to be at the top of this pristine mountain in the middle of winter. Just us and say, “We did that. What’s next? What will be different?â€ We’re fortunate.
You mentioned Grant looking at the numbers. I always think about the dashboard of a vehicle that we have. These gears or dials up there. Every once in a while, one of them lights up red and one of them is bigger than the other. Let’s talk about you instead of him. What are the numbers that you look at or the dials that you look at that would be your speedometer and your gas gauge? Are there any that you look out for the real health of an organization more than others?
In my office, I have a large screen on my wall. There are about twelve statistics that flows through. They’re all on graphs so that I can see how the lines are rolling, up, down and some look like roller coasters. For sure I watch revenue. I watch the production of all the sales team. I want to see the numbers that they’re doing. I want to see the number of accounts they’re selling. I want to see the dollars. I want to see the store and how much that’s doing. I want to see the university and how much that’s doing. I want to see the event ticket sales. Those are the revenue lines I look at. As far as expenses go, I look at total expenses on a monthly basis. I take that P&L. I drill down each and every expense. I compare it not only in the prior month but to the year prior, the same month. I try to make sure that we are in sync with our growth that those expenses are increasing as they should be in the correct percentages with our team or our revenue.
How about on the people side? Are there any numbers that you’d look at to measure your employee satisfaction or employee engagement?
It’s easy to measure because we have a meeting every single morning. I leave the meeting in the morning. We’re talking about successes and we’re talking about how we’re doing. As I’m in that meeting, I’m looking around the room. If there’s somebody that isn’t engaged or if there’s somebody that’s unhappy, it’s easy to spot a sore thumb. It’s like a big neon sign saying, “I’m not happy.” I’ll always either talk to them directly if they are under me directly or if they’re under one of my managers, I’ll have the manager check in with them. “What’s happening?” It’s always, “What are you running into?” first as a conversation.
You guys are 100% on location then or do you have some remote employees as well?
We are 100% on location. We do have our property management team that they operate in the properties. They are remote. They’re the third party. Other than that, we are all here.
Is that the plan to continue the growth? There’s such a huge trend towards people that are working remotely. I’m struggling with that as a concept. I’m more from the era where we all came to an office and built a culture and could share and collaborate. How are you working against that trend for remote employees? How are you finding great employees that are either all in Miami or want to move there?
It’s interesting because we tried a remote arrangement many times. We thought, “That was our answer,” especially when we moved here from LA to Miami. We came here with three people. We were thinking, “How can we even ramp up fast enough? We better wait for them to move. They’ve got families. They’re great people.” We tried remote arrangements with some talented people and it didn’t work. There is something magical about being together here, feeling the energy of the team, being in that meeting every morning, coordinating with each other and being on the same page with Grant in this space. This is what drives it. This power of the whole group that drives the success of the individual. It is challenging. When we’re hiring people, we had people come from Dallas, Atlanta, all states to start working here. It’s funny because Grant’s reach is global, but we do have that experience the same as you were saying that it doesn’t work without that power of the culture behind everyone.
When we were building 1-800-GOT-JUNK? years ago, we were saying that we had to build slightly more than a business and slightly less than a religion. We had to be in that zone of a cult. The only way I could ever figure that one out was to have everybody in the same place because you can stir the Kool-Aid with them a little bit more. I wrote a book called Meetings Suck. I was tired of people complaining about meetings. It was a CEO that I coached who’s based in Tampa that had gone from 60 employees up to 700. He was complaining about meetings. I said, “It’s not that meetings suck, it’s that we don’t know how to run them.â€ How do you teach your team how to run meetings and also how to attend them and how to participate in them? You talked about some strong meetings, the private one-on-ones and the daily huddles and the off-sites. Do you have any methodologies that work well for you in meetings? Any core top three tips that work well to have highly functioning meetings?
Never meet without a purpose, never meet without an agenda and bring everything that you need in order to have decisions made to the meeting. You don’t want to invite people to the meeting that don’t pertain to the thing being discussed. They get dragged into these meetings and they’re like, “I have other things to do or I can’t influence this anyway. Why am I suffering through this?” It’s because people want to be productive. If you go from one to the next meeting and you’re not doing anything and there’s no accomplishment, people are going to hate meetings. I teach my managers to come to meetings with their agenda, what they want to cover, know exactly what it is we need to talk about and any supporting documentation they need so they go through it and reach a result in the meeting.
It’s not about inviting everybody so they feel good. They’re not feeling good that they were invited, more often than not. They’d rather sit at their desk doing the important work that they’re focused on. Let’s leave this with one final parting tip. If there was one great leadership skill or lesson that you’ve learned over the years that maybe you wish you’d known several years ago. Anything for a COO who’s reading or for a leader who’s reading, what leadership lesson could you impart for them?
It’s key to get all the information before you decide you are irate. It’s easy to have someone come into your office or send you an email and tell you this horrible thing that’s happening or this terrible shortcoming of one of your employees or this upset customer. If you were to act on all of those little things before getting the full information, you might chop a whole lot of heads off that you don’t need to chop. Get all the information before you decide you’re completely incensed. That could go smoothly.
I don’t think I’ve even heard it before. When you said it, it was a slap of reality for me because I tend to react versus respond. That’s a huge tip for people.
I’m glad. I hope to help some people.
It was great. I appreciate you sharing that. Thank you. Sheri Hamilton, the COO for Grant Cardone Enterprises. I appreciate having you on the show and giving us the rest of the story.
It’s my pleasure. I wish you all the best.
- Cardone Training Technologies
- Cardone Capital
- Cardone Real Estate Acquisitions
- Cardone Enterprises, Inc.
- 10X Growth Con
- JPMorgan Chase
- Cardone Zone
- The G&E Show
- The Young Hustlers Show
- The Real Estate show
- Thrive Conference
- Summit Series
- Meetings Suck
- Grant Cardone Enterprises
About Sheri Hamilton
C-Level Executive Professional with experience in all aspects of Operations management, e-commerce, and wholesale mortgage ops management for JPMorgan Chase and Option One Mortgage. Responsible for all human resource, planning, projections and performance, as well as training, promotion, P&L and sales territory management. I have managed up to 120 staff.
Specialties: Licensed Real Estate Sales Person, California DRE.