18 Oct How Alex Machuca Built One Of The Fast-Growing Marketing Companies For Mortgage Brokers

Every entrepreneur aims to take a business to another level, providing them with bigger revenues and a wider reach. But achieving rapid growth is another challenge entirely. Doing so will certainly yield much more enticing results. Joining Matthew Sullivan is Alex Machuca, CEO of one of the fastest-growing mortgage broker companies, Lyncrest Media. He shares how thinking beyond logical reasoning and more into psychological solutions put his business to a different league. Alex also talks about his client relationship tactics, expansion plans, COVID-19 strategies, and techniques in working with third parties.

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How Alex Machuca Built One Of The Fast-Growing Marketing Companies For Mortgage Brokers

Alex Machuca from Lyncrest Media, welcome to the show.

It’s my pleasure to be here.

I want to talk about mortgage leads, which is the equivalent of harvesting hen’s teeth carried by wizards on the third blue moon of the month. I speak to a lot of people about lead generation, marketing and trying to create momentum. What you’ve done is you’ve created a business that is very specifically focused on something that’s very difficult to do and also very difficult to measure.

You come up with a lead and hand it over to someone who does a great interpretation of one of the Muppets, who specializes in dropping the ball. Look at the signs on your forehead where you’ve been banging your head against the wall. What made you create Lyncrest? What was the path traveled before then?

I’ve always been very entrepreneurial. My father owned his own business. When I was sixteen, he lost his business. I went from living in this great house to living in a family friend’s basement. Going from spoiled to nothing, it messes with you. I got pretty depressed. I decided, “I’ve got to get my family back.” It was a long journey.

I started this company after multiple failed companies at the beginning of a pandemic. I got involved with this other company called West 54 Productions. My job was to raise money for the company. I did a great job at that. I cold called Pepsi. I got them to give us $250,000 in sponsorship money. I cold called Cholula. I got them to do that. All in all, I raised about $600,000.

The company ended up failing because of the pandemic. I was stuck with about $2,000 in my bank account. I remember taking a liking to Facebook Ads because that’s how we would sell tickets. My partners at the time were like, “You don’t know a crap about Facebook Ads. Keep your nose out of our business. Your job is to raise money. Sit there and look pretty.”

It’s like a red rug to a bull for someone who’s got their entrepreneurial blood.

I didn’t listen to that. I was like, “I need to learn more about Facebook Ads so I have more credibility.” They kept pushing me out of it. The company failed. I had only $2,000 left in my bank account. I bought a course called The Digital Marketing Manuscript by Jeremy Haynes. I also like the sports gamble a little bit. I got some more money after that. I bought another course called Nurture & Close by Robb Bailey. That course completely changed my life. Within three months, my company was doing $50,000 per month in monthly recurring revenue. Within eight months, we’ve got to a $100,000 a month. In about a little under eleven months, we scaled to about $500,000 a month.

This was the company that you started from scratch. You thought of the name, what you’re going to do, the message and the website. Looking at all of the materials that you have, it’s engaging to the point. It delivers a message, “We can deliver. Here are examples of people that have used us. Here are the testimonials.” All of that, A) In a pandemic, B) In a very competitive marketplace, but there seemed to be a bit of a gap. You had all of these failures, which are not failures. They’re all training companies. There’s no such thing as failure.

What I have and a lot of other entrepreneurs have is shiny object syndrome. They don’t stick with one thing. The first company I ever started was an IT recruiting company. We did okay. We did $100,000 the first year, but it was very feast or famine. What I realized very quickly is you get one deal, then you have to worry about where your next deal is coming from.

I knew that the next business that I wanted to do was going to be a subscription-based model where I could make money while I sleep. Having that monthly recurring revenue that compounds over time is extremely lucrative. I was able to take my entire family to loom for their all-expenses paid trips. I got engaged on a yacht with my family. It’s been very fruitful and rewarding. The cool part is that a lot of the gurus that I learned from, I’ve surpassed them in revenue within eleven months.

You buy a course, which is great because you’re committed and motivated. You say that one of the courses was quite impactful. How much do you take? Do you find that you take a ton of stuff out of there, or is it just 1 or 2 nuggets that is enough?

It depends. The Digital Marketing Manuscript by Jeremy Haynes, I’ll go back and refer to it sometimes. It’s more high-level. There are two types of courses. There are the ones that give you information where you use it how you want, and then there are the other courses that walk you through and hold your hand, everything that you need to do to get started. That’s what Nurture & Close did.

It gave me a way to get clients and testimonials, then leverage those testimonials to get more business. It walked me through the entire thing. What happens is a lot of people will take a course. It will have the right information but it doesn’t push them to take action, “These are the actionable steps that you need to take.” Some of them do. Some of them don’t, but the difference is some people go forward and others don’t. They went through the sales and stuff like that.

You can lead a horse to water but you can’t make it drink it. That’s a lot. Buying a course doesn’t give you a free ticket.

That’s what these people think. They think it’s a done-for-you. It’s not. You still have to do the work like what we were talking about with our mortgage leads. We give them the leads. These are not done-for-you loans. You still need to do the work.

“Can you send me the commission and cut out all the processes in the middle?”

That’s what they want.

There’s a gap though. In other words, there’s the bit where you were working with the other guys and their business failed. You are very successful. You are raising capital from big brand names, which are difficult to break into. Pandemic comes along with a couple of thousand dollars. It depends on how big that win was on sports betting. The yacht that you got engaged on, is that the yacht that you got from your sports betting winnings?

I parlayed the sports betting winnings into a yacht for sure because I bought the course. I love sports. I love football. For example, I own a suite at Sun Devil Stadium. I graduated from Arizona State University. I’m a diehard football fan. I have a game, which is the first game of the season, so I bought suite. It’s awesome. They let me design it, so I put in new carpets. I designed the wall. It’s freaking awesome.

It’s the motivation you get when something is under your skin like that. You’re deciding to move into mortgage leads or lead generation. I can see that there’s a natural pathway. In a lot of cases, people that I speak to say, “The reason I’m into this business was because I had a real problem with that. That was a problem that I had. If I could solve that problem for other people, then there’s a business.”

Mine is a little bit different. When you’re in these marketing courses, if you can’t start your own business, what they tell you is go work for somebody who does. Go work for somebody else who owns a marketing company. In the Facebook group, there’s this guy named Zack Barotta. God bless him. He’s an amazing guy. He was looking for sales guys. I was like, “I’m an incredible sales guy. I cold called Pepsi and got them to give me $250,000 in 3 phone calls. I did it again with Cholula. You’re not going to be able to find a better sales guy than me. I’ll work for you, but I want to learn the ins and outs of the business.” He was like, “All right.” Within a month, I learned the ins and outs on the business. As gracious as Zack is, he’s like, “There’s enough business in here.”

What business was he in?

He’s in mortgage lead generation. I looked at what he was doing and said, “I could do that. I probably might be able to do that a little bit better.” He inspired me because I saw how much money he was making. He was making $45,000 a month or something like that at the time. I was like, “This is a lot of money to me.” We’ve far surpassed anything that the average agency owner does on monthly recurring revenue.

How did you start when you get into the mortgage space? It’s a big task because it’s incredibly competitive. Everyone is promising the same thing like leads, conversion rates and all this other stuff. How do you differentiate yourself? How do you get those initial leads under your belt so that you can prove that you’ve got that track record?

We’re very unique in our offer. A lot of lead generation companies in the mortgage industry are still very primitive. They’re like living in the medieval times. I think differently than most entrepreneurs. Most entrepreneurs when they look at problem solving, they look at the logical solutions, “What is the logical solution to solving this problem?” I don’t know if you’ve ever heard about this, but there’s a train in London that had bad rider reviews, “It’s boring. We’re waiting for the train. It’s taken forever.”

The logical solution to that would be, “Let’s fix the engine and make the train go faster.” The psychological solution to that would be putting a dotted map on the train, showing people where the stops are and how much longer they have to go. That was a much cheaper option. Once they made that change, the rider share reviews went up tenfold. A lot of entrepreneurs are thinking about logical solutions but what they’re not thinking about is the psychological solutions. It’s not so much tied as to the result of the deliverables, but it’s how the result of the deliverables make them feel that get them to stay.

These are all interesting things because there’s a lot of truth in that. If you tell people what’s going on, they’ll wait and hang around where there’s lack of knowledge. Where did you learn that from? How did you know that is the truth? How do you apply that in creating a scalable business that allows you to deliver consistent leads? The biggest issue that we have with lead generation generally is that if people try and build a business based on leads they’re getting from you and then those leads begin to taper off, then you lose that customer. How do you create consistency?

I learned that from Alex. I know it’s right because he’s doing about $85 million a year. There’s going to be an abundance of problems. No lead generation service is perfect. A lot of it is learning as you go, but thinking outside of the box. The problem with logical solutions is if it’s a logical solution, that means that most likely other entrepreneurs have tried it. If it worked, then it would never be a problem because you probably know about it beforehand. The logical solution to that problem is you would have been proactive about solving that problem.

When you’re thinking about psychological solutions, you’re thinking outside the box. For example, one of the most important things is to get people early wins. In the mortgage industry, it’s tough to get people early wins because closing a home takes 45 days. How are we going to get them early wins? Front-load the ad spend and get them more appointments? That would be the logical solution. The psychological solution would be, “When I speak to a lot of these mortgage brokers, they all tell me they’re the number one mortgage broker in the country.”

You have to know the candidate profile or the client profile. These guys have big egos and are competitive. No matter how many times somebody told me they were the best mortgage broker in the country, I was never able to corroborate that story. By getting them an early win, I can’t get them a closed loan because it takes 45 days, but what I can do is make their delusional reality that they’re the number one mortgage broker in the country. It’s possible by putting them in a press article every month. That’s an early win.

I call them on day ten, “I got you on New York Weekly. We’re going to leverage this press and send it out to all your leads, so that they see this article before they speak to you, thus getting you more credibility.” That’s an early win. It barely costs us any money. It’s a psychological win. It doesn’t impact their ROI directly or generate them money. That’s also a common misconception on the press.

If you can’t start your own business, work for somebody else who owns a marketing company instead.

It does have an impact because over time, what it does is it builds trust.

It’s not going to bring in new customers but it will help you close new customers.

You don’t need to be too hard on yourself. That is getting that kind of PR as opposed to paid PR. Press article is a combination of the two. You’re buying the press release

but if you’re getting PR, an article or some coverage in any type of journal, that’s a very positive thing. That is a great way of building the credibility of that particular broker.

It’s more so about the credibility than it is the exposure.

One thing leads to another. Credibility and trust are the building blocks of being able to get people over the line. That’s one thing. You’re building credibility for the broker on this side, so that when that broker has a conversation with someone, that someone may feel a little bit more confident because this guy has appeared in this magazine or this newspaper.

The logical solution would be how do we get him something that gets us a Key Performance Indicator, a KPI? Something that’s measurable where we can measure the ROI, that’s where everybody goes to. They’ll be like, “This is a logical solution. This is money and numbers.” When in reality, the psychological solution helped us retain that customer

way more than any logical solution like getting them more appointments or more leads.

You need time to be able to build rapport and get pipeline in for these clients. In my experience, if you’ve got a list of people that you’re speaking to, a percentage of those will close very quickly because they have that immediate need. The vast percentage of people will do nothing because people naturally are inclined not to do things as opposed to do things.

What you’ve got to do is keep them there long enough, so that the people that you’ve put in the pipeline begin to move through the pipeline and go from suspects to prospects to customers. The biggest challenge though is in a very competitive world where mortgages are all about interest rates and fractions of interest rates, how do you get numbers of people to go into the top of the funnel at a cost-effective rate?

It is more expensive for us to get them at the top of the fall than any other company, and that’s because we eliminate every single lead that has a bad credit score. It gets rid 50% of our leads. That means that in order to get 100 valid leads, I have to generate 200 leads. Facebook don’t care. They’re going to charge me the same for the good credit as they do as for the bad credit. We’re much more expensive at the top of the funnel. We sacrifice that to get higher quality leads for our clients. Most companies because they’re so small, they’re worried about their profit margins and their cost per lead. We’re worried about delivering a high-quality service to get the retention that we feel we deserve.

Do you have issues with Facebook?

There are many issues. The iOS 14 update increased our cost per lead by 25%. Facebook has shut down our ad accounts for months before, which completely hinders our business. It lost us hundreds of thousands of dollars. There’s a ton of different things that they don’t care. Facebook doesn’t care because they don’t have any other competition out there, so it doesn’t matter. Their support sucks. They outsourced it all to a different country.

There are lots of people that look at Facebook. If you were to talk about your primary source of leads looking at some of the history, is it Facebook or Google Ads?

It’s Facebook.

It’s despite the regulations because you have to be very careful of what you cannot say. For example, as far as I understand, are you in debt or suffering from poor credit?

You’re trying to target a community.

You can’t target people based on their income, especially in real estate because of the Fair Housing Act. We can’t target them on their income, their age or their gender, anything like that.

Is it the content that gets the results?

Yes. Your targeting is locked and very limited. When you’re advertising on Facebook, you have to click special ad category if you’re advertising in real estate. You can’t target. It locks all your targeting because of the Fair Housing Act. What Facebook tells you is that you can’t target. What they don’t tell you is that their algorithm can. If you know how to write copy correctly, you can manipulate the algorithm targeting the people that you want because the way the algorithm learns is, “This person clicked on the ad. Let me go find somebody exactly like this to click on me. I’ll put it in front of them so they click on it.” If I’m targeting teachers and I call them out in the ad, then teachers are going to click on it, which means the algorithm is going to learn that this is the right type of candidate that we need, and it’s going to target more teachers

This is a stuff that you cannot learn from a third party. You have to do this yourself and see the results.

We’re taking it down to startup podcasts.

For those of you reading, these are golden nuggets of information here. That’s right. It’s a long running discussion that we have. Some people say that audience selection is critical. Most people that I believe are correct talk about copy. In other words, what you say and how you say it. It’s great to hear that you’re seeing those results from

Facebook. The next stage is how do you capture those people without giving away any secret sauces? To get people over the line from clicking on an ad, what’s the trade?

What do you trade with them so that they give you their information so that you can continue?

In our case, these people click on an ad. They want to know what their rates are. Their reward is knowing what they qualify for. You always want to have a call to action, “Learn more. Click below to see if you qualify,” something like that in order to get them to click on the link and engage.

I see in your website as well that you take people to another stage with these leads where you pre-qualify. I could click on a lead. In most cases, those people are not terribly interested in doing something in speaking to someone. You contact people. Is it 90 times a day or something like that?

Twenty times over the course of 90 days.

I thought 90 times a day is quite good.

Then we got sued for harassment. It’s 20 times over the course of 90 days. The way I tell people to quantify this is, “Our agreements are 90-day terms.” If I give you 100 leads per month, which is exactly what we give you, you’d have to make about 6,000 phone calls to match that type of production. No MLO is going to make 6,000 phone calls. When I ask a mortgage broker how good they are or how often they follow up on a lead before they give up on it, the good ones say 3 to 5 times, but statistics show us that the sales are in between the 7th and the 12th follow up. They’re leaving a lot of money on the table, which is our value proposition. Not only are we going to generate the leads, but we’re going to pursue those leads for you and set up conversations for you to close. All you have to worry about is closing.

Someone who’s in this service industry will appreciate that follow up is critical, and that’s what takes the most time. How do you do that? Do you have a team of people?

We have about 35-plus employees.

That’s all stuff that you’ve built over the last months. Are they locally?

Everybody is local unlike other companies. Most people have appointment centers in India or the Philippines. Ours are in-house college grads.

Even though your previous business suffered from COVID, do you think that COVID has allowed you to solve a real problem?

Maybe. It was funny because when I was starting this business, a common objection that I would get, not even from clients but from my friends was, “How are you going to start the business in the middle of this pandemic?” That’s why when people are like, “What are you going to do when the housing market shifts?” I’m like, “I don’t care.” I started this company when there was the most uncertainty in the last 100 years. I don’t let outside variables even seep into my mindset. I’m just like, “That’s great.”

Was it Warren Buffett who said, “When everyone is selling this, that’s when you should be buying?” That’s the true entrepreneurial approach, which is, “I don’t care about the rest because I know that this will work.” For mortgage leads scalability, you must be hugely in demand because the price of housing generally across the US has grown significantly far faster than anyone’s expectations.

If you could find somebody who can do something 70% as good as you, that’s already a win.

I bought a house. It was about a little over $500,000, then it’s now out of value of $712,000.

Are you seeing from a general economic perspective that the people that you speak to are suffering from harder financial pressure or greater financial pressure, even though their assets are significantly higher in terms of the value of their home? The people, clients and potential leads that you speak to, are you seeing a pattern emerging where people are finding it harder than ever to find cash? You’ve got this separation that they are house rich but cash poor. Is that a pattern that you’re seeing?

I wish I could know, but the problem is that I have nothing else to compare it to. I’ve been dealing with the same people for months, so I don’t know. I’m not doing the sales anymore either.

The feedback that you get from your clients though, the general view, are they saying this is a very busy time?

It varies per state. California is completely different than a place like New Jersey or New York. In New York, it’s hard to find somebody to purchase a home. In California, you would think it’s the same. Different people are generating a lot of business in California.

You’re not doing sales anymore. Presumably, you pop your head around the door every now and then to make sure that they’re saying the right things.

What helped me scale to where I am is I used to do everything myself including the appointment setting, which is a minimum wage job, everything on my own. I had a call with this woman named Victoria Kennedy. She’s very successful and owns a PR company. She said, “Alex, you have to let go of the reigns and trust other people to do it.” The thing is if you could find somebody that could do something 70% as good as you, that’s a win. They could learn the other 30%.

Once I started to learn to let go of things and delegate, we started exploding. What I’m doing is I’m trying to get my management to delegate because they don’t want to let go of things, “Teach this person this.” It’s like, “It’s easier if I just do it for him.” “No, it’s not because you’re going to have to do it for him every time.” Over the course of a long period of time, it’s going to waste a lot of your time.

For me, the most important thing for an entrepreneur is they have to understand. It’s not about working in the business. It’s about working on the business. If you are working in the business, meaning you’re doing sales and delivery, that means you’re working in the business. You can’t scale like that. You need to work on the business in order to scale.

That’s been a main philosophy or focal point that’s helped me scale to extraordinary numbers in such a short period of time.

That is a very sage advice. Many people, particularly small business owners, find themselves caught up in this never-ending cycle of effectively being probably a poorly paid employee, but with more responsibility because they try to do everything. In terms of mentors, you mentioned that advice was from a friend or a colleague, but do you

find yourself looking for people to guide you when you’re at this point of expansion?

Yes. I’m a big proponent of paying for knowledge. I’ll pay to sit in a room with anybody. Alex is doing $85 million a year. In my ecosystem, he’s the number one guy. He put up a post on Instagram like, “I’m going to dinner with my wife in Denver,” who also is a co-CEO of his company. She’s a badass. He said, “We will be taking three people to dinner. You need to be making at least $1 million a year and live in Denver.”

I DM-ed him and said, “I don’t live in Denver but I am making over $1 million a year. Me not living in Denver is exactly why you should pick me because I’m willing to get on a plane for that dinner.” Within an hour, I was on my way to the airport. I flew into Denver. We had dinner that night. I got to ask him every single question under the sun about my

business.

Many people do tend to feel that, “I don’t want to talk to someone about this. They won’t understand my business.” Do you feel that there are moments where you were truly surprised about the level of knowledge that an outside view can bring?

Yes. There’s a lot of advice that I receive but I selectively execute. For example, Alex is doing $85 million a year. You would think everything that he tells me is like, “That’s what you need to do.” It’s in stone. That’s not the case. I listen and say, “This applies to me. This might not apply to me. I don’t feel like doing this one yet for whatever reasons that I didn’t talk to Alex about but I am going to execute this one.”

The knowledge of your own business trumps anything else, regardless of how rich or how experienced that person is. However, it’s important that you take outside perspective of somebody who’s already been there to get those solutions and learn from his mistakes rather than learn from your own and postpone any growth that you could potentially have.

In terms of growth, what do you have lined up for Lyncrest Media? Is it the same?

We’ll be doing $1 million a month.

That’s in terms of fee income effectively?

It’s gross revenue.

Is this business scalable enough to meet your expectations or do you see this leading to something else?

I built this business with a plan to exit. If you have a company and you don’t have an exit plan, all you’ve done is built a job for yourself. That’s all you’ve done.

Exits are always very difficult to plan. There are many a slip between cup and lip. If you try and plan an exit to a particular destination, what tends to happen is that the tail begins to wag the dog.

That’s exactly what Alex said, “Stop thinking about your exit because your exit is dictating your plans. You need to focus on that right now.” You need to focus on what’s happening in your business right now and then when you get to that point, whatever that number is, then you could look at selling but don’t let your plan to exit affect the way that you’re running your company.

It’s a bit like if you’re a public company and you run the business to keep the shareholders happy. What happens optimally is it doesn’t go according to plan. I can’t see you selling this business. I can see you getting a bid and then going, “That’s all I wanted.”

It’s funny because people ask me what my number is. I said, “My number is $50 million and then it became $100 million.” It’s going to depend. When we get to $1 million a month, I’m going to look back and say, “That was easy or I don’t want to go through that again to get to $2 million a month.” It’s going to be one or the other.

The hardest is 0 to 1, isn’t it?

Yes.

After that, it’s the growth.

After that, it’s easy. Once you hit $100,000, it’s easy to hit $200,000, but once you get around the $400,000 a month mark, things start to break, which is where we were at. I realized I’m overpaying a lot of staff. I cut about $50,000 in monthly recurring expenses for our business. That goes to show you that I to like gamble. I am borderline reckless when it comes to scaling. I’m very aggressive but I’ve learned from that. I am being much more conservative at this point. When I realized I could cut $50,000 in monthly recurring revenue for my business like that, I was like, “I didn’t need that if I could cut that much money out.”

Reckless is a word that you wouldn’t use or in other words where you’re willing to take the risk. You can be too hard on yourself. If you’re willing to look at these things and not be afraid of what’s going to happen so in other words, not be afraid of people’s reactions or something happening that you can’t predict. That’s the important strength of being able to take those calculated risks, knowing in the back of your mind that, “I’m not doing this for the hell of it. I’m doing this because it feels like we’re spending too much. I can’t put my finger on it.” That’s hugely exciting. Would you say your plan is 12 months or 24 months? You’re beginning to be able to plan stuff, whereas before, potentially you’d work on a shorter timeframe.

It depends. We dropped a little bit in MRR, so we were doing $500,000 a month because our Facebook ad account got shut down so we’re playing catch up. I want get right back to where we were. We’re much leaner. Meaning, we have much less expenses this time around. We’re going to shoot right past $500,000 a month. We’ll probably have our next hurdle at about $1 million a month.

How do you deal with those types of third-party exposure where you’ve got risk associated with someone doing something that you’re not in control of?

What we’re doing is we’re not only relying on one omnichannel. We’re relying on multiple omnichannels. We have multiple Facebook ad accounts, so if one gets shut down, we’ll simply use the other one. From a client acquisition standpoint, we’re using YouTube, Google PPC and Facebook. We’re not putting all that active.

That normally comes out of something like that happening.

We need the capital to be able to spread out to those omnichannels.

It’s fantastic listening to the huge success that you’re having but we’re going to switch gears. We are moving on to the show’s quick-fire questionnaire. Fasten your safety belt. Scream if you want to go faster. Question number one, what is your favorite word?

Vacation.

Question number two, what is your least favorite word?

Can’t.

Question number three, what are you most excited about?

The most important thing for an entrepreneur is to work on the business, not work in it.

My business.

Number four, what turns you off?

Negative attitudes in the office turn me off, complainers, that stuff.

Number five, what sound or noise do you love?

Cha-ching.

Question six, what sound or noise do you hate?

The fart sounds.

Question number seven, what is your favorite curse word?

The F word.

Question eight, what profession other than your own would you like to attempt?

I can’t because I’m 5’11, 180 pounds, but I would love to be a quarterback in the NFL.

For all of you reading who have the power to make Alex’s dream come true, send us a postcard. Question nine, what profession would you not like to attempt?

There are many crappy professions. Anything with manual labor.

My final question, if heaven exists, what would you like to hear God say when you arrive at the pearly gates?

“I’ve been waiting for you for a long time. Let’s party.”

I imagine though, if you’re God, you could probably throw quite a party. It’s been such a pleasure having you on. Final question, how do people get ahold of you? How do they learn more about how to engage and work with you?

I drop a lot of gems on my Twitter account, which is @ScalingFast. It’s more of my business-oriented account. I keep people in the loop about my journey. I put my numbers in there so you can see where our company is doing in MRR. I try and answer any questions that people have. The Twitter handle is @ScalingFast, or you can follow me on Instagram, @AlChapo1.

Thank you once again. Alex, it’s a pleasure meeting you. This is fantastic. I look forward to staying in touch.

Important Links:

• Lyncrest Media
• West 54 Productions
• The Digital Marketing Manuscript
• Nurture & Close
• Zack Barotta
• Victoria Kennedy
• @ScalingFast – Twitter
• @AlChapo1 – Instagram
• https://www.Yahoo.com/now/alex-machuca-built-one-fast-121500938.html

ABOUT ALEX MACHUCA

Alex Machuca is the chairman of MachucaX, a modern-day media and communications holding company and the active CEO of Lyncrest Media, a full-service advertising and lead generation company.

He is responsible for raising the finances to execute the famous pop up exhibit, Tacotopia. ( As featured on Good Morning America, Buzzfeed, Elite Daily, NBC, ABC, and many other publications.)

Mentored by Richard Brock who had the #1 performing stock in the United States in 2004, and Jeremy Haynes who is one of the top personality brand consultants and digital marketing experts in the world, Alex also serves as a digital marketing and sales consultant that specializing in creating effective value propositions and infrastructures for companies.