Hey, real estate rock stars.

I think you guys are going to like this one.

I get to interview one of my friends, but one of my friends who I met on this podcast first

interviewing him, I think four or five years ago for the first time.

He is an expert in real estate data.

He's located in Austin, Texas.

And we were just talking before we hit record and

decide, let's hit record and finish this conversation here. We're going to talk about, you know,

the up and down challenges of the market, you know, what it takes to run good offices and how to

essentially like survive and grow during downtime.

Yeah. like survive and grow during downtime. This is Eric Bramlett from, it's the Eric Bramlett team or something, right? Eric, what's your company name? Yeah, it's Bramlet partners. So we, I mean, first of all, Aaron, thanks so much for having me on again. I love just chatting with you. And it's great to see you after a few years. So, yeah, so I founded Bramlet Residential in 2012. We grew really slowly for a long time. and then we kind of hit stride a couple of years ago. We rebranded to Bramlet Residential in 2012. We grew really slowly for a long time. And then we kind of hit

stride a couple of years ago. We rebranded to Bramlet Partners at the beginning of this year. So that

was kind of a big effort. We had 2024 leading up to the beginning of 2025 was that rebrand.

Yeah. You know, the cool. Well, I'm glad you're back to the, you and I have a lot in common of both being in the Austin market, both liking to ride our road bikes, although it looks like you've been out there more often than me as I've been surfing a lot right now instead on Lake Austin.

The last time we spoke was a few years ago.

And a few years ago when we spoke, the market had started to slow down. It had slowed down.

We were probably seven or eight months into the down cycle of rates changing and inventory rising

and the number of closings really coming to a stop. And that time we focused the conversation

on, hey, during a down market, what you're supposed to do, stop measuring your closings.

Stop saying like, hey, I closed 10 houses last month.

I should last year at this time, I should close 10 houses this year.

Or stop saying like, hey, when I used to do open houses, I would get 15 leads and now I'm only doing three. A lot of that was about accepting the market that we're in and then trying to track your

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