Scale a real estate business to $500K-$1M net without meeting clients yourself by delegating to coordinators, controlling client relationships at the firm level, and protecting gross margin through value-based commission splits.
So the goal, I think for most of you the goal is to make you know, north of 500 to a million dollars without. Without having to meet with clients. Is that does anyone does not have that goal. Net net. So not just any team, but a team based on business principles. So I got to a point where I think it was the year I sold 66 homes and it happened to be 33 buyers and 33 sellers. But I got to the point where I sold 66 and I'm like this is not sustainable at all. I mean it's. Even if you give up buyers, I mean just kind of working deals, they just come at times, the offers come in at times where it's just not cool. It's like Friday at 7 o' clock and you're on date night and an offer comes in. Your client's not going to want to hear that you waited until and then you got stuff with the family on Saturday and you get them at 2 o' clock on Saturday. It's just not cool. So leveraging yourself through better organization, delegation. So I spent a year. I learned like two things in a year with Anyone hear of Harold Ware? So the corporate model is what he called it where basically has three features. He calls it the lifetime value. So I'm very clear that I want to control the relationship with all of our clients. You know, we've got good agents and they deliver, you know, a good service. But at the end of the day I want them to say man, Lars team kicked ass. The Lars group kicked ass. And some we've gotten in reviews from buyers that didn't mention their agent in the testamental. Like Lars did a great job. And it's just like I've never met the person. I haven't worked with buyers in three years. So I do believe you need to control the actual that experience with the client and control the lifetime value. So the company maintains the client's lifetime value. Delivery value proposition to consumer versus giving up control to your agents. More of the workflow is performed by admin staff. So we have a buyer client care coordinator and a listing client care coordinator. And so their job is to take as much as the admin off of the agents as possible. But the reason for doing so it's a dollar productive activity thing. But it's also so we control the process. And so on the listing side most of you who has a listing coordinator and then a closing coordinator like separates the process. We went to having one person so we were serving our clients and they didn't like that. At all. They felt like it was too many people, it was a little clunky. So on the listing side, we went to one person. So the listing person, you know, they get the listing, the paperwork, they hand it to the listing client care coordinator and that one person is going to take them all the way through closing, which has worked out really, really well. If you can afford to have sort of separate your and even if your closing coordinator does your buyer closings, to have them control that whole process I think is smart move. So admin staff, rather than do it all traditional agents and inside sales as well. I mean we're not all inside sales. You know, there's. And we'll talk about the different models that you can pursue. And there are different models. So there are teams that separate all prospecting from their agents and there are teams that have no inside sales. But we do want to control a portion of that new business development regularly. Here's probably the biggest thing is that a lot of, even a lot of the smaller teams that have just started with me sort of are surprised by the commission splits. We're able to get the gross margin we're able to pull on the buyer side and the listing side. It's partially in the way you present it, but it's just value based commission. And so that's my game now is just always. I'm always looking at gross margin, like all the time. Every time I open up my bizarre tracker, I'm going to gross margin. I want to see if it's moving on either side. And I'm focused on where my agents are pulling business. And if my agents are getting a lot of business from their sphere, I just know it's a potential risk for my team. So if I got one agent at 40%, which is like by far the highest, I've got one agent at 10%. From our sphere, I know the agent at any moment that has 40% can be like, well, let me just not work as hard and kind of not have to do this stuff and just do this on my own. So just having that clarity is super important.
