TL;DR: Today we’re releasing a new episode of our Thought Leaders podcast that unpacks the practical side of growing a values-led agency. Dion Besser explains how he stabilised a team that tripled overnight, balanced culture with accountability, and kept clients loyal through volatile markets. Listen on YouTube, Apple Podcasts or Spotify—and sign up to get it in your inbox each week.

Dion Besser has spent more than two decades living what keeps a real estate business steady when markets, regulations, and staffing levels change simultaneously. After gaining experience in London, he returned to Melbourne to found Besser & Co., where a 2022 acquisition saw his staff list jump from eight to 24 in a single day. Instead of patching problems on the fly, he doubled down on a simple playbook: start with clear values, document the right way to work, and let those guardrails drive performance.

Today, that 20-strong crew runs on transparency, honest feedback, and a habit of celebrating small wins. In this conversation, Dion explains how he hires, trains, and motivates people so that the next growth spurt feels orderly, not chaotic.

“Most of the skills in real estate can be taught. What I look for is trust, loyalty, openness, accountability, drive.”

Dion screens candidates with personality tests to see how they handle feedback before they even start. If they push back, they won’t suit an environment built on constructive candour. With values aligned, new hires step straight into detailed playbooks—everything from rent reviews to auction campaigns—so expectations never feel fuzzy.

“It really is a journey for our clients and it’s a journey for our staff.”

When an acquisition stretched the team, morale dipped until Dion formed a “Culture Collective” that meets monthly to spotlight quick victories—five-star reviews, seamless VCAT cases, record rent per square metre—and flag tension early. Regular recognition reset the mood and curbed turnover.

“Find out what motivates them, and help them achieve that.”

Commission still matters, but Dion ties KPIs to personal goals like clearing tasks daily or making 80 calls a week. When agents hit targets they set themselves, the reward lands deeper than trophies—and retention climbs because progress feels personal.

“If you can’t take your clients on a longer journey, you’ll find yourself losing business.”

With Melbourne prices wobbling and tenancy laws changing, Besser coaches his team to prep vendors and landlords for longer campaigns. Clear timelines, frequent check-ins and upfront reality checks convert possible frustration into trust—even when the news isn’t great.

“Ask a potential employer: What path to success do you have for me?”

For newcomers eyeing 2025, Dion flips the script: treat job interviews like due diligence. If an office can’t outline a documented growth track—training, database strategy, social-media playbook—move on. The right environment, he says, is half the battle.

Listen or watch → YouTube | Apple Podcasts | Spotify

What’s one cultural tweak you’ve made that instantly lifted team performance? Jump into the comments or tag us on LinkedIn.

The post Motivating Agents: Rewards That Work with Dion Besser appeared first on Elite Agent.

Curtis Thomson is something of a systems whisperer for industries bogged down by manual processes.

Having cut his teeth in the construction world and then co-founding and scaling the field service management software Simpro across the globe, he witnessed firsthand how disjointed systems and repetitive tasks can drain businesses and the people within them.

He saw friends in the trades working grueling hours only to face business failure and personal hardship, sparking a passion to solve these efficiency problems with technology.

Now, Curtis brings his outsider perspective and deep experience in streamlining complex operations to the property management sector with Our Property.

Property management, as he notes, is rife with accepted pain points—manual trust accounting, compliance burdens, endless maintenance cycles, and the thankless task of arrears management.

Thomson sees a future where technology handles the “donkey work”, allowing property managers to escape mediocrity and focus on high-value activities like building relationships and growing portfolios.

The conversation dives into the practical application of automation and AI to solve core property management challenges.

It’s not just about surface-level fixes, but fundamentally rethinking processes like trust accounting, maintenance coordination, and even arrears collection to build more resilient, efficient, and ultimately more human-centric property management businesses.

A recurring theme is the industry’s tendency to stick with outdated processes simply because “that’s the way we’ve always done it”.

Curtis argues this isn’t unique to property management but a common human trait.

He shared an anecdote about a customer acknowledging their agency hadn’t changed in 20 years and was actively trying to reconfigure.

Escaping this inertia requires honestly evaluating which tasks add value versus which are just “busy work”.

Curtis notes, “A lot of the time it’s just, we just keep doing it this way because it’s just the way we’ve always done it”.

He stresses the importance of questioning processes: “Are you adding value to the conversation with the landlord right now?

Are you adding value to the tenancy right now? Like, is it, is this good for the customer? Is this good for the business? If not, Why are you doing that?”.

Trust accounting has always been a major compliance headache.

Thomson explains how Our Property integrates the trust account differently, automating many manual reconciliation and disbursement tasks.

This approach aims to eliminate human error and the associated risks, effectively outsourcing the compliance burden.

Maintenance is another area plagued by inefficiency. It involves numerous moving parts: capturing requests, coordinating trades, getting approvals, managing quotes, and handling keys.

Thomson highlights the potential for automation to manage these complex workflows based on predefined rules and landlord preferences.

He points out the absurdity of manual follow-ups: “Why am I having to chase the trade to bring the keys back? Can’t the systems just do that for me?”.

Technology can handle routing emergency jobs, managing quote requirements, and even suggesting trades based on performance data, freeing property managers from constant chasing.

Nobody enjoys chasing arrears. Curtis sees AI as perfectly suited to handle this often unpleasant task, moving beyond generic templates to personalised communication campaigns based on tenant behaviour and communication history.

The system can determine each individual’s best messaging style (soft or firm) and channel (email or SMS). When a human intervention is needed, AI can apply guidance.

This approach has demonstrably reduced arrears rates for agencies using the platform.

Implementing change is challenging and often met with resistance.

Curtis advises focusing on specific, tangible outcomes rather than just fixing isolated pain points while considering the overall picture.

He emphasises the importance of involving the team and communicating the “why” behind the change to win hearts and minds.

“You need to have specific goals”.

When considering change, “What is it you’re trying to actually achieve? And then go about setting, you know, for that outcome”.

Ultimately, Thomson urges leaders to reconnect with their original motivations: “I would like to have people remember why they’re here in the first place… A lot of us have lost sight of why we’re here”.

Listen/Watch:

What’s your agency’s biggest “busy work” task that you wish you could automate away? Let us know in the comments!

The post From Pain Points to Profit: Curtis Thomson on Property Management Automation appeared first on Elite Agent.

Andrew McCulloch is a master of real estate transformation. He’s spent his career understanding what makes high-performing agencies tick—first as a top salesperson, then as a corporate leader who helped double New South Wales’s market share.

Now, as the owner of Ray White Shore Group on the Gold Coast, Andrew is applying every lesson he’s learned about recruitment, leadership, and technology to build his dream agency from the ground up.

In this episode, Samantha McLean talks to Andrew about what he learned from examining hundreds of real estate businesses over decades. They discuss why the most valuable approach to leadership is about relationships, not recruitment; how studying Sydney’s top performers like Gavin Rubinstein show the power of high performing cultures; Andrew’s belief that commission splits matter far less than providing value and support; and why he’s betting on AI to transform everything from admin tasks to customer relationships.

You can check out their full conversation here:

If you want a quick summary, here are some of the themes they touch on:

Andrew spent years recruiting top performers like Vivian Yap and Josh Tesolin to Ray White. His secret? He never tried to recruit them at all. Instead, he built genuine relationships.

“Don’t focus on them joining the business, focus on building a good relationship with them,” he explains. He’d go to family dinners with Vivian, meet her in Bali on holiday, and simply care about the person first.

This philosophy extends to his advice for agents: “The number one thing that you should be considering is pick the right leader…because that’s so important in your success or failure.”

When Ray White introduced leaderboards through their Pulse app, Andrew watched something extraordinary happen.

Top performers like Josh Tesolin, Vivian Yap, and Gavin Rubinstein began pushing each other to new heights—from writing $3 million to eventually $10 million in commissions.

“I don’t believe that any one of them would be writing those levels if it wasn’t for the other,” Andrew observes. He calls this the end of self-limiting beliefs:

“Until people have seen that it can be done, they can’t do it.”

Having worked under different models throughout his career, Andrew learned a painful lesson early on. At 20, he left Ray White’s 60% split for an independent offering 90% with no franchise fee—and made less money than ever before.

“I didn’t have all of the bells and whistles and all the stuff that I thought I didn’t need,” he recalls. His advice? “Stop looking at costs. The cost is irrelevant. Look at value.”

He now pays substantial franchise fees but gets his money’s worth, knowing that support systems enable agents to focus on what matters: building relationships and making sales.

Seventy percent of property sellers don’t return to their original agent—a statistic that horrifies Andrew.

Taking inspiration from the car industry’s after-sales service, he’s created a dedicated role at Shore Group focused purely on post-settlement care.

“The automotive industry does this so much better than us,” he notes, describing how dealerships maintain relationships long after the sale.

His customer service team handles everything from anniversary letters to market updates, an investment he believes was costing his business $2-3 million annually in lost repeat business.

Andrew is betting heavily on artificial intelligence, currently building a six-figure administrative AI system that will handle everything from contract generation to form requests in seconds.

His vision is radical: “If we use AI, we can concentrate purely on interacting with other human beings only…Imagine if we just spent all of our time building relationships and AI looked after everything else.”

His advice is urgent: “If you’re not bringing AI into your business, you’ve got your head in the sand and you are going to get left behind.”

You can check out the episode on X, Spotify, Apple Podcasts, or YouTube. Links are below:

What’s your approach to building a high-performance culture? Have you found ways to break through performance ceilings in your industry? We want to hear from you—and we might even interview you.

The post How to build a high performance business with Andrew McCulloch appeared first on Elite Agent.

What’s inside (2 min):

Host: Samantha McLean – @samanthamclean on Linkedin, Instagram and X

The post Introducing our new podcast: Thought Leaders – Real Estate Reimagined appeared first on Elite Agent.

There’s a buzz of anticipation this week as Elite Agent rides yet another wave of change, refreshing the Elevate podcast format for today’s dynamic landscape. We’re not standing still – we’re stepping confidently into an exciting new phase with an enhanced experience coming your way.

But its only fitting that we throw a party to farewell Elevate in style with a two part special that will bring together some of the very best insights from the last 9 years.

This week its practical advice from some of our most popular episodes, from Netflix Star Daniel Daggers breaking down why your digital presence will make or break your future, to Gavin Rubinstein explaining how treating his personal brand like a business plan paid off big time, this episode is packed with real, usable insights.

You’ll also hear from Jimmy Mackin, who reveals the one question that helped an agent save a $1.2M listing, and Steve Schull, who explains why trust, not value, is what really wins listings.

And finally, Thomas McGlynn brings it all together with current-day tactics that are helping agents win right now in a tougher market.

If you’ve ever wanted to know what top agents are thinking, saying, and doing, this episode is a masterclass in just that.

“If you are not producing any content, you are gonna be in trouble in five years time, ’cause no one’s gonna know who you are,” warns Daniel Daggers, while Gavin Rubinstein reminds us that “the best way to build profile is to do a good job for your client.”

Daniel Daggers – LinkedIn
Podcast: Daniel Daggers: Digital Success Blueprint

Gavin Rubinstein – LinkedIn
Podcast: Gavin Rubinstein: 10 lessons in building empires, mastering resilience, and maintaining the passion

Jimmy Mackin – LinkedIn
Podcast: Exactly what to say to progress the deal: Jimmy Mackin

Steve Schull – LinkedIn
Podcast: The Full Fee Agent: Steve Shull’s playbook for getting paid what you’re worth

Thomas McGlynn – LinkedIn
Podcast: Creating Your Own Momentum: Thomas McGlynn on What’s Really Working Now

This special retrospective episode is hosted by Samantha McLean, who introduces us to a compilation of the most valuable insights from Elevate’s 466-episode journey. As the podcast prepares to evolve from its current format, this episode serves as both a celebration of its legacy and a practical toolkit for agents looking to elevate their business.

The Digital High Street: Building Your Online Presence
Daniel Daggers, known as “Mr Super Prime,” shares how he built the fourth most influential real estate business in the UK without spending money on paid media or offices. His secret? Investing in social media channels and personal brand building.

Daggers emphasises the importance of being present on what he calls the “digital High Street”: “If you are not producing any content, you are gonna be in trouble in five years time, ’cause no one’s gonna know who you are.”

He explains that while traditional agents might be known in their local neighbourhood, the digital landscape offers a much larger audience. “I want to live on the High Street, but I also want to live on the digital High Street because there are more people walking up and down that digital High Street than they are that physical High Street.”

Looking ahead to the impact of AI, Daggers predicts it won’t replace agents but will make the best ones more efficient: “AI is going to enable Daniel Daggers to do 300% more work. And if Daniel Daggers can do 300% more work, I’m taking that business from other people.”

Profile as a Business Plan: The Rubinstein Approach
Gavin Rubinstein, founder of The Rubinstein Group and star of Luxe Listing Sydney, shares how he’s treated his profile as a business asset from day one of his now 18-year career.

“I always treated profile like a business plan,” Rubinstein explains. “One of my bad mentors early on in my first office said, ‘profile doesn’t pay the bills,’ but it’s always paid mine because I’ve treated it as a business plan.”

Rubinstein reveals that from his very first day in real estate, his name was on signboards and listings. While acknowledging that social media has helped build his profile, he emphasises that digital presence is just one layer of a comprehensive strategy.

“Make no mistake. The best way to build profile is to do a good job for your client, is to make a phone call, is to get a really good listing and it’s to sell a property for a great outcome where the client is extremely happy and they tell people about it.”

The Magic Words: Communication Strategies That Work
Jimmy Mackin, co-author of “Exactly What to Say for Real Estate Agents,” introduces the concept of “magic words” – phrases designed to speak to a client’s subconscious and help navigate tough conversations.

Mackin explains that one of the biggest mistakes salespeople make is accepting objections at face value rather than digging deeper to understand the real issue. He illustrates this with an example of an agent who saved a $1.2 million listing by simply asking: “Help me understand, what do you think another agent’s going to do that I’m not going to do?”

When faced with fee objections, Mackin suggests responding with “What makes you say that?” This simple question helps uncover the true context behind the objection, allowing agents to address the real concern rather than immediately defending their commission.

The Favourite or the Fool: Understanding Client Psychology
Steve Schull, a former NFL linebacker turned real estate coach, brings a fascinating perspective on client relationships based on his work with former FBI hostage negotiator Chris Voss.

Schull challenges the industry’s focus on value propositions: “It’s really not about value, it’s about trust, and people will pay more for trust.” He introduces the concept of “the favourite and the fool” – the idea that most clients already know who they want to work with before the first meeting.

Rather than spending hours on traditional listing presentations, Schull advocates for a 15-minute qualification call to determine if you’re “the favourite or the fool” in a listing opportunity. His framework includes asking “no-oriented questions” (like “Would you be opposed?” or “Would it be a bad idea?”) which make clients feel safe and in control.

The ultimate “proof of life” question, according to Schull: “I’m curious, of all the agents you could have reached out to, why me?” The answer reveals whether you’re truly the client’s preferred agent or just someone they’re using for free information.

Current Market Tactics: Compelling Presentations and Buyer Relationships
Thomas McGlynn, CEO of BresicWhitney and president of REI New South Wales, shares strategies that are working in today’s market conditions.

McGlynn emphasises the importance of being compelling in listing presentations: “If you’re going into a listing presentation and not sounding compelling and just sounding like everyone else, it then comes down to likability, fee and marketing. And as soon as you go into that, realistically, it’s a race to the bottom.”

He advocates for developing unique approaches, such as creating editorial articles around properties and demonstrating deep knowledge of active buyers in the market. McGlynn challenges agents to articulate their unique value proposition in five minutes or less: “Why you? Why should they use you over someone else?”

Summary
This special retrospective episode offers a masterclass in real estate excellence, drawing on the wisdom of five industry leaders who have consistently demonstrated their ability to adapt and thrive in changing market conditions.

From Daniel Daggers’ emphasis on digital presence to Gavin Rubinstein’s strategic approach to profile building, from Jimmy Mackin’s communication techniques to Steve Schull’s psychological insights and Thomas McGlynn’s current market tactics – each expert provides actionable strategies that agents can implement immediately.

As the Elevate Podcast prepares to transition to a new format, this episode serves as both a celebration of its legacy and a reminder of the timeless principles that drive success in real estate: building trust, communicating effectively, staying ahead of market trends, and consistently delivering exceptional results for clients.

Stay tuned for part two next week, where Samantha will share more memorable Elevate moments and reveal what’s next for Elite Agent’s podcast journey.

1. What is this episode about?
This is a special retrospective episode (part 1 of 2) featuring insights from five real estate industry leaders: Daniel Daggers, Gavin Rubinstein, Jimmy Mackin, Steve Schull, and Thomas McGlynn.

2. What does Daniel Daggers say about digital presence?
Daggers emphasises that agents who aren’t producing content will be in trouble in five years because no one will know who they are. He stresses the importance of being present on the “digital High Street” where more potential clients are.

3. How does Gavin Rubinstein approach profile building?
Rubinstein treats profile like a business plan, ensuring his name was on signboards and listings from day one. While he leverages social media, he emphasises that the best way to build profile is to do a good job for clients.

4. What are “magic words” according to Jimmy Mackin?
Magic words are phrases that speak to a client’s subconscious and help navigate tough conversations. One example is asking “What makes you say that?” when faced with objections to dig deeper into the real concern.

5. What does Steve Schull mean by “the favourite or the fool”?
Schull explains that in most listing opportunities, clients already know who they want to work with. Agents need to determine if they’re the favourite (the agent the client wants to work with) or the fool (just being used for free information).

6. Why does Schull recommend “no-oriented questions”?
According to Schull, humans love to say no because it makes them feel safe and in control. Asking questions like “Would you be opposed?” or “Would it be a bad idea?” creates less resistance than trying to get to yes.

7. What is Thomas McGlynn’s advice for listing presentations?
McGlynn emphasises the importance of being compelling and different in listing presentations. Agents should be able to clearly articulate why a seller should choose them over competitors in five minutes or less.

8. How important is buyer management in today’s market according to McGlynn?
McGlynn stresses that agents should know who their top five buyers are in each market, including what they’ve bid on previously, their budgets, and their ideal properties. This reduces reliance on property portals.

9. Will there be a second part to this episode?
Yes, part two will air next week, featuring more memorable Elevate moments and an announcement about a new podcast project that will bring the Elevate Podcast “full circle in a new and exciting way.”

The post Elevate Rewind: The best advice from 466 episodes appeared first on Elite Agent.

Has real estate gone too far with tech?

Ben Kingsberry CEO of Harcourts Kingsberry in Townsville thinks so and believes agents are leaving money on the table but not putting human relationships first.

In this episode of Elevate, Steve Carroll sits down with Ben, who shares his thoughts on the state of the industry and where he thinks it’s headed.

From building one of the most forward-thinking offices in the country to tackling industry-wide pressure points like staff engagement and investor turnover, Ben shares what’s working and what’s not.

Ben also talks about the hidden dangers of over-automating the client experience and why deep human connection might just be the industry’s biggest untapped advantage.

“The transaction can be quite simple these days—and sometimes that comes at the cost of the relationship. We’ve got to find the balance between efficiency and real human connection if we want to build trust and longevity in this industry.” – Ben Kingsberry

Harcourts Kingsberry Townsville
LinkedIn

Detailed Episode Guide
Steve Carroll sits down with Ben Kingsberry, CEO of Harcourts Kingsberry in Townsville, a leader known for his curiosity about technology and his commitment to continuous learning.

Technology Evolution in Regional Real Estate
Ben shares how his approach to technology has evolved over the years, moving from adopting multiple “best in market” solutions to a more streamlined approach focused on simplicity and actual value. He notes that the most significant technological change during his tenure has been the shift to fully online platforms like Dropbox, Agentbox, and Console Cloud, which have enabled true mobility for his team.

While acknowledging that artificial intelligence may represent the next major shift, Ben maintains a thoughtful approach, carefully evaluating how new technologies can best serve his business rather than adopting them simply because they’re available.

Creating a Workplace People Want to Be In
Despite embracing mobile technology, Ben has recently invested in a remarkable office space that Steve describes as “Silicon Valley-worthy.” This apparent contradiction reveals Ben’s nuanced understanding of workplace dynamics. While he values mobility, he believes deeply in the power of team connection and office culture.

The new office features an open-plan design where the only closed door (besides meeting rooms) is the storeroom. Even Ben and the management team work in the open space, reinforcing a culture of transparency and accessibility. The office includes innovative “acoustic meeting pods” that have proven so popular they’re often fully booked.

Ben explains that this investment wasn’t just about aesthetics but about creating an environment where people genuinely want to be, rather than using rules to force attendance. The strategy has paid off with noticeable business growth since moving into the new space in July.

The Importance of Continuous Learning
Ben’s commitment to personal growth is evident in his pursuit of an MBA through Melbourne Business School’s senior executive program. Initially motivated by a desire to keep pace with his growing business, he’s found the greatest value in exposure to diverse perspectives from different industries and regions.

This outside perspective has already yielded practical benefits, including more detailed attention to financial drivers and a heightened awareness of the importance of speed in addressing both opportunities and challenges.

Regional Insights and Efficiency Models
Ben offers valuable insights into the unique aspects of operating a real estate business in regional Queensland. He notes that the lower average commission in regional areas necessitates greater efficiency, with some of his agents handling 50-60 sales annually without personal assistants—a volume that might seem unachievable in metropolitan markets.

This efficiency mindset extends to how the business approaches technology and market cycles. Ben points out that regional markets often operate on different timelines than major cities, creating a disconnect that technology providers and industry leaders should consider when developing solutions.

The Non-Selling Principal Approach
When asked about his role as a non-selling principal, Ben explains that this was initially a default position but has become a core belief. He feels it would be inappropriate to compete with his own team members for listings and sales.

Instead, Ben focuses on supporting and developing his team, believing that business success should flow from their individual successes rather than his personal sales performance.

Managing Interstate Investment and Rental Turnover
A significant challenge for Ben’s business is the high proportion of properties owned by interstate investors—up to 40% in some areas. This has shaped their approach to marketing and client relationships, particularly in managing their substantial rent roll of approximately 3,000 properties.

With an annual turnover rate exceeding 20%, the business must constantly work to replace properties that are sold by investors. Their strategy includes providing comprehensive services to interstate buyers, such as pre-purchase and pre-settlement inspections, with the goal of securing property management opportunities.

Industry Challenges and Opportunities
Fresh from a Harcourts conference on Hamilton Island, Ben shares insights about the current state of the real estate industry. The primary concern among business owners is the shrinking talent pool, particularly in property management. However, he sees a significant opportunity in reconnecting with clients on a more personal level.

Ben believes the industry has sometimes sacrificed relationship depth for transaction simplicity, creating an opportunity for agents who can balance technological efficiency with meaningful human connection.

Improving Industry Reputation Through Better Communication
As an active member of the Real Estate Institute of Queensland (REIQ), Ben is passionate about industry professionalism. He notes that most complaints against agents stem not from misconduct but from poor communication and assumptions about client knowledge.

He illustrates this with the story of a highly educated professional friend who still had basic questions about the property buying process, highlighting the importance of clear communication regardless of a client’s apparent sophistication.

Measuring Success Through Staff Engagement
Looking to the future, Ben identifies staff engagement as the key metric for measuring the success of his office investment. Rather than focusing solely on traditional business metrics, he believes that a team that is satisfied and engaged will naturally drive business success.

Summary
Ben Kingsberry’s approach to real estate leadership exemplifies a thoughtful balance between embracing technology and nurturing human connections. His investment in both a state-of-the-art office environment and his own continuing education demonstrates a commitment to growth that extends beyond simple profit metrics.

By prioritising team culture, efficient systems, and meaningful client relationships, Ben has created a regional real estate business that thrives on engagement and connection. His insights offer valuable lessons for real estate professionals everywhere, particularly in navigating the industry’s current technological transition while maintaining the personal touch that defines exceptional service.

1. Who is Ben Kingsberry?
Ben Kingsberry is the CEO of Harcourts Kingsberry in Townsville, Queensland. He has been running the business since 2011, having taken over what was previously a family business. Ben is known for his forward-thinking approach to technology and workplace culture.

2. What makes Ben Kingsberry’s office unique?
Ben’s office has been described as “Silicon Valley-worthy” with a modern, open-plan design where the only closed door (besides meeting rooms) is the storeroom. The space features innovative acoustic meeting pods and a kitchen/meeting area designed to foster team connection and collaboration.

3. Why did Ben invest in a high-end office space when technology allows remote work?
While Ben values the mobility that technology provides, he believes deeply in the power of team connection and office culture. He created a space where people genuinely want to be, rather than using rules to force attendance, which has resulted in business growth and improved team dynamics.

4. What educational path is Ben currently pursuing?
Ben is studying for an MBA through Melbourne Business School’s senior executive program. He values the exposure to diverse business perspectives from different industries and regions, which helps him see beyond his “veggie jar” of the real estate industry.

5. Why does Ben operate as a non-selling principal?
Ben believes it would be inappropriate to compete with his own team members for listings and sales. Instead, he focuses on supporting and developing his team, believing that business success should flow from their individual successes rather than his personal sales performance.

6. How does Ben’s business handle the high proportion of interstate investors?
With up to 40% of properties in some areas owned by interstate investors, Ben’s team provides comprehensive services such as pre-purchase and pre-settlement inspections to make transactions easier for remote buyers, with the goal of securing property management opportunities.

7. What is the size of Ben’s property management portfolio?
Ben’s business manages approximately 3,000 rental properties, with an annual turnover rate exceeding 20%, requiring constant work to replace properties that are sold by investors.

8. What does Ben see as the biggest opportunity for the real estate industry?
Ben believes there’s a significant opportunity in reconnecting with clients on a more personal level, finding the right balance between using technology for efficiency and maintaining meaningful human connections.

9. What does Ben identify as the source of most complaints against real estate agents?
According to Ben, most complaints stem not from misconduct but from poor communication and assumptions about client knowledge. He emphasises the importance of clear communication regardless of a client’s apparent sophistication.

10. How does Ben measure the success of his business?
Rather than focusing solely on traditional business metrics, Ben identifies staff engagement as the key measure of success, believing that a satisfied and engaged team will naturally drive business success.

The post Ben Kingsberry: Balancing technology and human connection in real estate appeared first on Elite Agent.

For many, the idea of starting your own business is daunting, but what if you found out it wasn’t as hard as you imagined?

Lauren Robinson, successfully founded Rental Results, and her main regret is that she wishes she made the leap sooner.

In this episode of the Elevate Podcast with guest host Steve Carroll, Lauren shares her journey from starting a property management business at 29 to selling it eight years later to Longview.

From hiring the right team, building a standout brand and using content and social media to grow, Lauren reveals the strategies that helped her expand and eventually sell her thriving property management business.

Throughout the conversation, Lauren reveals the challenges and triumphs of entrepreneurship, particularly as a young woman in real estate.

“If you’re thinking of starting your own business, just jump in and do it. Don’t hesitate, back yourself! “The earlier you start, the better. If I knew then what I know now, I would have done it sooner.” – Lauren Robinson

Linkedin
Lauren Robinson website
Rented Book
Business Blueprint
Key Person of Influence Program

This episode is hosted by Steve Carroll, filling in for Samantha McLean. Steve welcomes Lauren Robinson, the founder of Rental Results in Brisbane, a successful property management company she started at 29 and sold after eight years. Lauren is also the author of “Rented”.

The Entrepreneurial Leap: Starting a Business at 29
Lauren shares that starting her own business wasn’t initially her plan. After working for Pro Rentals for eight years and completing a business degree, she was approached by a developer and a commercial agent wanting to start rent rolls. Despite her nervousness, she took the leap.

“I think if I knew now what I did then, I would have done it earlier,” Lauren reflects. She explains that she was already working extremely hard as an employee, and the transition to business ownership, while challenging, wasn’t as difficult as she had imagined.

For aspiring entrepreneurs, Lauren emphasises the importance of proper business structure from the beginning: “I think definitely speaking to an accountant and a solicitor initially to make sure the structure of your business is set up properly.” She also highlights the value of finding mentors both within and outside the industry.

Building a Successful Business: Lessons Learned
One of Lauren’s unintentional yet beneficial strategies was setting tight geographical boundaries for her business operations. “I was only going to operate within a 15-kilometer radius,” she explains. This decision, initially made due to time constraints, later proved advantageous when selling the business, as buyers prefer concentrated rent rolls.

Lauren also learned the importance of recognising her limitations: “I think the other thing is to realise that you aren’t good at everything.” She describes trying to master everything from MYOB to Zero, which led to exhaustion and nearly caused her to quit. Her advice: “Know where your strengths lie and then hire for those weaknesses.”

Team Building and Leadership Challenges
At its peak, Rental Results employed ten people. Lauren candidly discusses the challenges of managing a team, particularly making difficult decisions about underperforming staff. “In a small business, it’s very obvious to everyone within the team as to who’s actually performing and who’s not,” she notes.

Lauren emphasises the importance of addressing HR issues promptly: “If a HR issue comes up, you really need to resolve it or hit the nail on the head straight away.” While she sought advice from HR consultants and employment lawyers, she acknowledges that “ultimately as the business owner, the decision lies with you.”

Building a Brand Through Educational Marketing
Lauren’s approach to marketing was education-focused, positioning herself as an industry expert through consistent content creation. “For three years, I think it was nearly every week I did videos. We did blogs, we entered every award we could think of,” she shares.

For those uncomfortable on camera, Lauren offers reassurance: “I’m one of those people. I definitely wasn’t comfortable.” She describes her first video as “nervous and uncomfortable” despite hiring a professional videographer and choosing a premium location. Her advice: “The more you practice, the better it gets,” and “It’s got to be authentic. It’s got to feel natural.”

Technology Adoption: Strategic Evaluation
When it came to adopting new technology, Lauren took a measured approach. “I was always drawing that line between do we need it? How’s it going to affect our bottom line?” she explains. Her criterion was clear: the technology had to either save time or “really impress our clients and provide that wow factor.”

Lauren remains curious about industry innovations, currently taking courses in interior design and AI. However, she cautions business owners to be selective: “Every subscription you add costs money. So you need to work out what’s going to suit your business.”

Selling the Business: An Emotional Journey
In early 2023, Lauren sold Rental Results to Longview. She describes the sale as an emotional process: “That was essentially my first baby, the business. And I’ve put a lot of blood, sweat and tears into it.”

The hardest part, she reveals, was relinquishing control: “Operationally, you no longer have a say in how things are run, which is a hard pill to swallow because you’ve run it a certain way for so long.”

Looking Forward: What’s Next for Lauren
Just a week after leaving Longview at the time of recording, Lauren is exploring various opportunities. She’s keeping her real estate license, has speaking engagements lined up, and is studying interior design. She’s also considering board positions in real estate.

“I think once real estate’s in your blood, it’s very hard to just walk away completely,” she reflects.

Advice for Women in Real Estate
When asked what advice she would give to young women in real estate, Lauren emphasises self-confidence and focus: “Back yourself and stay in your own lane.” She credits her success to maintaining a clear vision and not getting distracted by competitors.

“If you’re staying in your lane, you’re focusing on your goals,” she explains, referencing the 90-day goal-setting approach she learned through Business Blueprint. “When I look back at the visions I wrote when I started the business, three, six years later, they all came true.”

Industry Updates: Legislative Changes
Lauren highlights recent legislative changes affecting property management in Queensland, particularly around water charges and lease break fees. As of September 30, property managers can no longer charge tenants for water unless invoiced within a four-week period, and lease break fees now follow a tiered structure based on remaining tenancy length.

She emphasises the importance of staying informed: “It’s constant at the moment. I feel like there are a lot of changes happening in the legislation. It’s just making sure that as an agency, you’re staying abreast of exactly what’s going on.”

Summary
Lauren Robinson’s journey from employee to entrepreneur to successful business seller offers valuable insights for anyone in the real estate industry. Her focus on service excellence over rapid growth, strategic approach to marketing and technology, and commitment to building a strong team culture all contributed to her success.

As she embarks on the next chapter of her career, Lauren’s story reminds us that with clear vision, determination, and the courage to take calculated risks, it’s possible to build a business that not only succeeds financially but also stays true to your values.

1. What motivated Lauren to start her own business?
Lauren didn’t initially plan to start her own business. After working at Pro Rentals for eight years and completing a business degree, she was approached by a developer and a commercial agent wanting to start rent rolls, which led her to take the entrepreneurial leap.

2. What does Lauren consider the most important advice for new business owners?
Lauren emphasises getting the business structure right from the start by consulting with accountants and solicitors, finding mentors both within and outside the industry, and recognising your limitations by hiring for your weaknesses.

3. How did Lauren approach marketing for her business?
Lauren focused on educational marketing, positioning herself as an industry expert through weekly videos for three years, regular blogs, and entering industry awards. She also wrote a book called “Rented” to help rookie investors and to promote her brand.

4. How did Lauren decide which technology to adopt for her business?
Lauren evaluated technology based on whether it would save time or provide a “wow factor” for clients, always considering the impact on the bottom line. She was selective about subscriptions, recognising that each one added to business costs.

5. What was Lauren’s approach to growth for her business?
Unlike many businesses focused on rapid growth, Lauren prioritised service quality. At one point, when they had too many clients coming in to maintain their service standards, they raised their fees rather than compromising on quality.

6. How did Lauren handle difficult HR decisions in her small business?
Lauren acknowledges that HR issues were challenging and sometimes she let problems go on too long. She relied on HR consultants and employment lawyers for advice but recognised that ultimately, the decision rested with her as the business owner.

7. What was the most challenging aspect of selling her business?
Lauren describes the emotional challenge of letting go of a business she had built from scratch, particularly relinquishing operational control after running it a certain way for eight years.

8. What advice does Lauren have for women in real estate?
Lauren advises women to “back yourself and stay in your own lane,” focusing on their own goals rather than getting distracted by what competitors are doing. She credits her success to maintaining a clear vision and setting 90-day goals.

9. What recent legislative changes should Queensland property managers be aware of?
As of September 30, there are new rules around water charges (tenants can only be charged if invoiced within four weeks) and lease break fees (now on a tiered structure based on remaining tenancy length).

10. What is Lauren doing now after selling her business?
Lauren is keeping her real estate license, has speaking engagements lined up, is studying interior design, and is considering board positions in real estate. She’s also working with her husband’s building and construction business.

The post Lauren Robinson: building a property management business with purpose appeared first on Elite Agent.

Starting your agency is an exciting step, but it comes with a steep learning curve.

With so many moving parts, it’s easy for new business owners to feel overwhelmed.

But according to Sally Patch, Chief Agency Officer at Ray White Queensland, one common mistake can set a business up for struggle before it even opens its doors.

In this episode of the Elevate Podcast, hosted by Samantha McLean, Sally shares her insights from helping hundreds of agents transition into business ownership.

She reveals the essential strategies for establishing a thriving property business from the outset.

She also discusses her passion project, Leading Ladies of Real Estate, and its mission to help more women rise into leadership roles.

If you’re thinking about starting your own agency or want to refine what you’re already doing, this is an episode you won’t want to miss.

“The truly great business owners are those leaders that genuinely care about the people for whom they are responsible. They genuinely want them to have a better career than what they’ve had.” – Sally Patch

Leading Ladies of Real Estate
Sally Patch on LinkedIn
Ray White

Sally’s Ray White Journey
Sally’s career at Ray White began in 1997 when she took a one-year maternity cover position as an executive assistant to Peter Campham. What started as “the first job that presented itself” quickly evolved as she moved into the State Administrator role, managing the corporate team and handling events.

After having her first child, Sally returned to Ray White part-time for about 12 years, appreciating the flexibility offered by the company. Under the mentorship of leaders like Tony Wallens and Robbie Clark, she gradually took on more challenging roles, eventually stepping into a business development position focused on supporting new business owners.

Four years ago, when Jason Andrew joined the company, Sally’s role evolved into her current position as Chief Agency Officer, focusing on governance, compliance, and relationship management with business owners.

The Comprehensive Onboarding Process for New Franchise Owners
A significant part of Sally’s role involves supporting new business owners from application through to opening their doors. She describes this process as “a really rewarding time” as she guides salespeople stepping into business ownership for the first time.

“I like to see my role as being so proactive. I feel that if they ask me a question that I haven’t already given them the answer to, then I’ve let them down,” Sally explains, highlighting her commitment to providing comprehensive support.

The onboarding process involves over 100 different tasks spread across 12 business units. Sally’s team has developed a robust national onboarding program using an electronic workflow platform to ensure everything runs smoothly. Key focus areas include:

Maintaining the Family Culture in a Corporate Environment
Despite having over 500 people in the corporate team, Ray White maintains its strong family culture. Sally attributes this to the White family’s approach to leadership as “custodians of the brand” who are “firmly focused on their responsibility to leave this company in a better place than what they found it.”

The company culture emphasises curiosity and a “mindset of no finish line,” constantly focusing on staying relevant and creating an environment where every member can have their best career. The family’s accessibility and presence at the coalface of the business reinforces these values throughout the organisation.

Leading Ladies of Real Estate
Four years ago, Sally founded Leading Ladies of Real Estate, an industry-wide initiative designed to support women across all real estate brands. The motivation behind this community stems from the principle that “you can’t be what you can’t see,” aiming to make “independent, ambitious, capable, strong women really visible in this industry.”

Since its inception, Leading Ladies has welcomed approximately 5,000 women to face-to-face events and reached thousands more through podcasts. The community has expanded beyond Queensland to Victoria, New South Wales, South Australia, Perth, and Auckland.

Keys to Success in Real Estate
Drawing from her extensive experience supporting business owners and agents, Sally offers valuable advice for those looking to advance their careers in real estate:

Summary
Sally Patch’s journey from executive assistant to Chief Agency Officer exemplifies the growth opportunities available within the real estate industry. Her dual focus on supporting new business owners and championing women in real estate demonstrates how leadership can create a lasting impact beyond immediate business objectives.

Through her work with Leading Ladies of Real Estate, Sally is actively addressing industry gaps and creating pathways for more women to succeed in sales and leadership roles. Her approach to business—centred on authentic relationships, clear values, and genuine care for others’ success—offers valuable lessons for anyone looking to build a meaningful career in real estate.

1. Who is Sally Patch, and what is her role at Ray White Queensland?
Sally Patch is the Chief Agency Officer at Ray White Queensland. She has been with the company since February 1997, starting as an executive assistant and progressing through various roles to her current leadership position.

2. What does a Chief Agency Officer do?
As Chief Agency Officer, Sally focuses on compliance, governance, and relationship management with business owners. A significant part of her role involves supporting new franchise owners from application through to opening their doors, as well as maintaining brand integrity and identity.

3. How does Ray White onboard new franchise owners?
Ray White has a comprehensive national onboarding program that involves over 100 different tasks spread across 12 business units. The process focuses on franchise documentation, licensing, marketing preparation, technology training, and recruitment support. For rebrands, this process can take three to six months.

4. What is Leading Ladies of Real Estate?
Leading Ladies of Real Estate is an industry-wide initiative founded by Sally Patch four years ago to create a supportive network for women across all real estate brands. It aims to make successful women more visible in the industry and address gaps in recruitment, career advancement, and leadership.

5. Why did Sally start Leading Ladies of Real Estate?
Sally started the initiative based on the principle that “you can’t be what you can’t see.” Data shows that fewer young women choose real estate sales as a first career compared to young men, and only 25% of business owners across the industry are female. The community aims to change these statistics.

6. How has Leading Ladies of Real Estate grown since its inception?
Since starting four years ago, Leading Ladies has welcomed approximately 5,000 women to face-to-face events and reached thousands more through podcasts. The community has expanded beyond Queensland to Victoria, New South Wales, South Australia, Perth, and Auckland.

7. What are Sally’s plans for Leading Ladies in 2025?
Sally plans to continue expanding into regional locations, with events scheduled for Townsville and potentially Mackay. The initiative will maintain its monthly podcast series and two face-to-face events in Southeast Queensland while bringing ambassadors together to focus on creating greater impact.

8. How does Ray White maintain its family culture despite being a large corporation?
Sally attributes this to the White family’s approach to leadership as “custodians of the brand” who are focused on leaving the company better than they found it. The family’s accessibility and presence in day-to-day operations reinforce these values throughout the organisation.

9. What advice does Sally offer to real estate agents looking to advance their careers?
Sally advises agents to clearly understand what their business stands for, identify their customer value, earn the right to influence by showing genuine care, and develop strong communication skills that can adapt to different client personalities.

10. What does Sally believe makes a great business owner in real estate?
According to Sally, truly great business owners are leaders who genuinely care about the people they’re responsible for and are committed to creating an environment that supports their growth. They want their team members to have even better careers than they’ve had themselves.

The post Sally Patch: How to successfully launch a new agency appeared first on Elite Agent.

What’s the secret to running a thriving business with your spouse without driving each other crazy?

For Allhomes co-founder and Managing Director of Blackshaw Real Estate Andrew Chamberlain, the answer lies in alignment, clear communication, and well-defined roles.

In this episode of the Elevate podcast, Steve Carroll chats with Andrew about how he balances running his business with wife Belinda and how they keep work from taking over their home life.

He also talks about how Allhomes became the only property portal to hold off REA in Canberra, why he prioritises company culture over high-performing agents, and his take on AI’s growing role in real estate and whether technology will ever replace the human touch.

Plus, he reveals the leadership lessons that have shaped Blackshaw Real Estate into one of the ACT’s top agencies across eight offices and with over 100 staff

“When you go into business with family, the stakes are high. Get it right from the start, set clear ground rules, and make sure everyone is accountable.” – Andrew Chamberlain

The Family Business Dynamic
Andrew Chamberlain shares his unique experience of running a successful real estate business with his wife Belinda for over 25 years. Their secret? Speaking with one voice and maintaining clear boundaries between work and home life.

Managing Multiple Offices
With eight offices across the ACT region, Blackshaw Real Estate maintains consistency through regular team gatherings, centralised systems, and a strong focus on company culture. The business brings teams together six times annually for awards, celebrations, and training.

The All Homes Success Story
As a co-founder of All Homes, Andrew provides insight into how the portal became the dominant real estate platform in the ACT, starting from a simple idea to share property sales data and growing into the region’s preferred property search platform.

The Future of Real Estate
Looking ahead, Andrew sees artificial intelligence playing a significant role in transforming the industry while maintaining the human element in crucial areas like auctions and relationship building.

Leading with Values
The cornerstone of Blackshaw’s success lies in its strong values and family-oriented culture. Andrew emphasises the importance of leading by example and maintaining high standards, even if it means parting ways with high performers who don’t align with company values.

Summary
Andrew Chamberlain’s leadership approach combines family values with business acumen, creating a successful model that has stood the test of time. His insights offer valuable lessons for real estate professionals looking to build sustainable, family-oriented businesses while adapting to technological changes.

The post Andrew Chamberlain: running a high performing family business appeared first on Elite Agent.

As a driving force behind eXp’s remarkable growth across the UK, Europe and India, Adam Day has been reshaping the property industry since 2006 when he founded one of the original online agencies, Hatched.

In this episode of The Elevate Podcast hosted by Elite Agent Editor Samantha McLean and Digital Live’s Steve Carroll, Adam shares candid insights about leveraging technology, building influence, and scaling without traditional marketing budgets – including why agents need to “put themselves out there more…”

Key insights:

Building Without Big Budgets Adam explains how eXp achieved massive growth without traditional marketing spend, instead focusing on content creation and authentic storytelling: “I guess I was fortunate that I had a story to tell, but everyone has stories to tell.“

Technology Evolution From being an early internet adopter to embracing AI tools for business planning and communication, Adam discusses how technology continues transforming the industry. He details eXp’s pioneering virtual world platform where agents collaborate globally.

Leadership and Personal Brand Adam emphasises the importance of visible leadership in building trust: “People follow people. They don’t follow brands.” He shares practical approaches to developing influence through content and social media.

Cultural Adaptation Rather than forcing a one-size-fits-all approach, Adam reveals how eXp succeeds by adapting its core model to each market’s nuances: “We’ve kept the cap, the split, the revenue share and the equity, but we’ve layered in the nuances within that country.“

Embracing Change With artificial intelligence rapidly evolving, Adam urges traditional agencies to adapt: “Spend half a day a week just learning and playing with stuff…talk to the youngsters or talk to people like Glenn [Sanford].“

eXp World (Virtual Platform)
Adam Day’s LinkedIn
eXp UK Website
Dancing Guy: First Follower: Leadership Lessons from Dancing Guy.
How to Start a Movement: Ted Talk

The Digital Evolution of Real Estate
Adam Day’s journey mirrors the digital transformation of the real estate industry. Starting in 1997, he witnessed the transition from traditional pen-and-paper operations to the internet era. His foresight in recognising the potential for online real estate services led to the creation of Hatched.co.uk in 2006, one of the UK’s first online agencies.

Building Success Without Traditional Marketing
One of the most remarkable aspects of Adam’s success with eXp has been achieving significant growth without traditional marketing budgets. Instead, he focused on content marketing, particularly through LinkedIn, sharing authentic stories and experiences. His approach centred on creating genuine connections and leveraging the power of personal narratives.

The Virtual World Revolution
eXp’s virtual world platform has transformed how real estate professionals collaborate and conduct business. Adam describes it as a game-changing technology that enables global connectivity while maintaining the personal touch of office interactions. From casual corridor conversations to formal board meetings, the virtual world has recreated the office experience in a digital space.

Embracing AI and Future Technologies
Adam shares exciting insights into how eXp is leveraging artificial intelligence and new technologies. From creating business plans in minutes to using translation tools for international communication, the company is at the forefront of technological adoption in real estate.

“People follow people. They don’t follow brands,” Adam says, highlighting the importance of personal leadership in building successful real estate businesses.

Summary
Adam Day’s journey exemplifies how embracing technology and innovation can transform traditional industries. His success with eXp demonstrates that combining personal authenticity with technological innovation creates a powerful formula for growth in modern real estate.

The post Breaking Barriers in Real Estate: Adam Day on Growth Without Traditional Marketing appeared first on Elite Agent.