New Leadership at the Helm of Berkshire Hathaway HomeServices KoenigRubloff Realty Group Accelerates Agent Growth and Opportunities

by Maris Callahan

New Leadership at the Helm of Berkshire Hathaway HomeServices KoenigRubloff Realty Group Accelerates Agent Growth and Opportunities

Diane Glass, Joe Stacy and Mark Pasquesi

With 2020 just around the corner, coaching, connected technology and personalization are driving the real estate industry. Brokerage leaders are facing two important objectives: attracting and nurturing talented agents, and ensuring those agents are positioned to provide the best individual experience for each client.

Berkshire Hathaway HomeServices KoenigRubloff Realty Group announced its new leadership model earlier this year. Senior executives Diane Glass, chief operating officer; Mark Pasquesi, president of brokerage; and Joe Stacy, senior vice president and general sales manager, each with complementary strengths to bolster the success of the firms’ agents and clients, started with culture.

“Creating a workplace that is contagiously joyful, collaborative and where agents are prepared to succeed in any market, is bigger than one person,” says Glass.

Since they took the helm in July, the trio has been busy overseeing the company’s 1,500 real estate professionals and staff in 25 offices serving customers throughout the Chicago metropolitan area, the North Shore, west suburban communities, southern Wisconsin, northwest Indiana and Harbor Country, Michigan. Just last week, they announced a new office in Downers Grove.

Here’s a look at what the team has accomplished since they assumed their new roles, and what’s ahead as they prepare for 2020.

The Agent Experience

New this year is the firm’s People & Culture team; an agent experience initiative designed to assist and empower associates with a diverse team of support staff. The newly created team joins 150 local, on-site employees who specialize in accounting, marketing and IT.

“This new team takes what sets us apart as a company and packages it up for our agents to give them a truly distinctive experience that helps them reach their goals in a positive work environment,” says Pasquesi.

Helping Agents Do Better through Coaching

As a top producing agent for 30 years, Joe Stacy has walked miles in agents’ shoes. That’s why he’s been able to develop a second-to-none agent coaching program that is actionable, results-oriented and provides individualized attention to each participant.

A highlight of this program is Stacy’s accomplishment groups, which are held both in-office and virtually on the company’s app. The groups help keep agents on track and ensure they are consistently completing the most important actions necessary to achieve results. Most importantly, agents know that they are not alone, which can be a challenge for independent contractors.

“It’s really amazing to see agents get business they didn’t have before because they are focused on lead measures,” says Stacy. “We attribute that to accountability and connection with others who also want to grow, either in their offices or virtually in the agent app.”

In addition, the team added a new director of agent development, who is creating multimedia training content, delivered in an on-demand environment. The agent development and coaching program also staffs three full-time trainers and offers hundreds of hours of classes annually, plus events with national speakers.

Technology That Enables Personal Relationships

At BHHS, fostering the meaningful personal connections that generate business is the end goal for their technology platform and tools.

“Our technology and tools support people,” says Glass. “We help agents find more time to be the experts and advisors that their clients need. Mobile apps, CRMs, automation enable agents do what they do best.”

The brokerage offers its agents a suite of technology applications designed to make it easier for agents, create a better experience for buyers and sellers, and keep its brokers ahead of the digital curve. As social media has been woven into the fabric of social engagement, BHHS is quick to embrace new methods.

“We were the first brokerage in the US to do Facebook dynamic ads where HomeSnap listings flow into social media feeds, based on buyer searches on our website,” says Pasquesi. “Our agents and sellers know that their home is being seen on social media by the most likely buyers, and they don’t have to do anything.”

BHHS also provides its agents with marketing systems that automatically craft Instagram slideshow posts, YouTube videos and brochures.

“It’s essential that tools talk to each other,” says Stacy. “For example, our Spacio open house app syncs with our Moxi CRM. Our Buyside buyer heatmaps will seamlessly flow into our Moxi CMAs.”

Another benefit to BHHS brokers is the ability to connect, through technology, with clients around the world. Buyers can search and see properties with the BHHS Global site in 14 languages and convert dollars to 45 different currencies. The BHHS global network is nearly 50,000 agents strong in 47 states with offices in the United Kingdom, Germany, Italy, Spain, the United Arab Emirates and Portugal.

Collaborative & Cooperative Culture

Although Glass, Pasquesi and Stacy have strengths that complement each other, one common thread is a shared passion for teamwork.

“Agents support each other and are truly helpful. One of the things we hear from agents who have just joined us is how surprised they are by the camaraderie and collaboration with colleagues,” says Glass. “Our agents can be independent without being alone. There is a sense of togetherness and belonging in our offices. And it starts with our managing brokers.”

“I believe strongly in creating a culture of open and honest communication at all levels of our company,” added Pasquesi. “Collaboration is a big part of our executive team structure. Each of us is able to focus on what we do best. The concept of collaboration permeates our company at all levels.”

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