by Kendall Bonner | Jun 2, 2025 | Industry, News Feed
AI is rapidly transforming the real estate industry. To examine its impact, the Lone Wolf Proptech Advisory Board, a group of 28 industry leaders, convened to discuss AI’s applications, challenges, and future.
The discussion highlighted both excitement for its potential and concerns about implementation, underpinned by a united commitment to learning, collaboration and advancing the industry together.
The tools that are saving time right now
Agents everywhere are using AI to cut down on busywork and boost efficiency. Jackie Soto, eHomes Realty broker and leader, shared how her brokerage has implemented Gamma for creating presentation slide decks.
“To save [agents] time and still get the same results, we’ve been driving them to Gamma, which will create the entire slide deck based on your Google Notes,” she explained. This has reduced what was once a time-consuming task to a matter of minutes.
Elmer Morales, also with eHomes, echoed the impact AI is already having. “We are doing everything AI as much as possible just because we’ve discovered how much time it saves,” he said. His team uses tools like Raya for lead follow-up via text and is starting to explore AI-powered voice tools — some of which, he noted, are “starting to sound less like a robot, more like an actual human.”
These innovations guide companies like Lone Wolf in crafting tools that address real agent and broker needs, such as AI-powered communication solutions for easily personalizing messages at scale — even when working with several clients at once.
Collaboration around industry pain points
Nina Dosanjh of Vanguard Properties emphasized Clavis, a tool that uses AI to scan contracts for missing fields, streamlining compliance. She noted, “From a compliance perspective, I can’t tell you how many of our auditors are having to go through every single form to say there’s a signature missing at the bottom of the page,” highlighting its efficiency.
Amy Powell at Engel & Völkers uses ChatGPT “just about every day” for everything from “math calculations” to “creating marketing material,” but she wants better visual integration. This sparked a discussion on bridging that gap, showcasing the board’s collaborative spirit.
Several members also emphasized AI’s potential for email personalization and contact management — key challenges driving the development of Lone Wolf’s Relationships platform, which is built with real agent input to tackle these needs.
Navigating privacy concerns and ethics
While excitement around AI is high, our Proptech Advisory Board didn’t shy away from the hard questions — especially around privacy. Compass broker Andrea Geller put it simply: “There are still things that when you have one-on-one conversations… that are not public record,” emphasizing the need to protect client confidentiality.
Nikki Beauchamp of Sotheby’s International Realty echoed the concern. “I’m fairly reticent about how I would integrate certain AI tools with client-facing activities if there’s going to be that personally identifiable information,” she said. For her, AI is useful for scheduling — not for full client intake.
These concerns highlight the need for secure, centralized communication tools that work seamlessly with platforms like Google and Outlook — something Lone Wolf Relationships is built to deliver.
Maintaining the human element
Our conversation also touched on the risk of over-reliance on AI. Soto cautioned against agents becoming “a little bit too lazy” and not reviewing AI-generated content before sending it, and specifically mentioned the concerning practice of asking AI to counter offers without human oversight.
“AI isn’t meant to take over all of our processes,” Soto emphasized. “It’s supposed to help us. It’s supposed to create something that we supervise afterwards and can edit with our human touch.” This philosophy — that technology should enhance rather than replace human judgment — guided much of our discussion.
Adoption strategies and education
To encourage adoption, Beauchamp suggested starting small, “making it bite-sized so that people start to really adopt it.” Even agents who resist tech are turning to tools like ChatGPT because “it’s creating efficiencies for them … they’re finding themselves more empowered by using it,” she said.
The board emphasized the need for brokerages to establish clear AI usage guidelines. Leaders should outline best practices to leverage AI efficiently while maintaining boundaries. These guidelines must address privacy, fair housing compliance, and oversight of AI-generated content.
Why Lone Wolf Relationships matters now
The future of real estate isn’t about choosing between technology and relationships. It’s about using AI to support what agents already do best. Impactful tools are ones that streamline workflows, improve communication and reveal business insights.
At Lone Wolf, this philosophy directly drives how they build products like Relationships while listening to feedback from industry professionals. Because when tech reflects your day-to-day reality, it makes you better — not busier.
I invite you to explore Lone Wolf Relationships today — and see how it can help you grow your business without losing the human connection.
This post was originally published on this site
by Kendall Bonner | Sep 5, 2024 | Industry, News Feed
Whether it’s refining your business model, mastering new technologies, or discovering strategies to capitalize on the next market surge, Inman Connect New York will prepare you to take bold steps forward. The Next Chapter is about to begin. Be part of it. Join us and thousands of real estate leaders Jan. 22-24, 2025.
Inman Connect Las Vegas 2024 was a landmark event that brought together the brightest minds in real estate to discuss the future of the industry. My session, “The Team of 2030,” explored how real estate teams could evolve over the next decade. Here are the key insights and takeaways from that session, providing a roadmap for real estate professionals looking to future-proof their teams.
Today’s disruption: Navigating a complex landscape
The real estate industry is currently facing a multitude of disruptions that are reshaping the market landscape. These include higher interest rates, political polarization, class action lawsuits, limited inventory, low availability of skilled labor, inflation and shifting consumer perceptions of agent value. These factors are creating a challenging environment that requires real estate professionals to adapt and innovate continuously.
From amateurs to professionals: The need for specialization
As the industry evolves, there is a growing need for real estate agents to transition from generalists to specialists. Specialization is becoming key, with agents focusing on niche markets or specific aspects of the real estate process. This shift is accompanied by a move towards a fee-for-service model, where fees are variable and based on performance. Relationships will remain crucial, but professionals who can build and maintain strong relationships will create a significant separation from lower-tier agents.
The next team: Evolution of team structures
Historically when there is disruption in any industry new business models arise. The key to thriving in a changing market is to be aware of what is possible, and be the change the industry needs to see. The structure of real estate teams is also set to change dramatically.
Currently, a typical team might consist of one listing partner and three buyer’s agents and an administrator or client care coordinator. However, the future team might include three listing partners and six to eight salaried buyer’s representatives, who will be compensated hourly — plus bonuses.
This shift reflects a move towards more stable and predictable income for team members while focusing on the area of real estate where there is no confusion on who or how an agent will get paid. Listing-focused teams will dominate in the marketplace and find new ways to show homes and represent buyers.
Lead generation strategies will also evolve. While current teams focus heavily on buyer leads, future teams will need to leverage AI and predictive analytics to generate high-quality listing leads. These advanced technologies will become premium tools that differentiate successful teams from the rest.
We see that by simply changing the focus from buyers to a more seller focus, teams have found that the sellers are hiding in the buyer leads — meaning that there is an abundance of leads if you are skilled at conversion, as well as relationship building.
Tiered service model and profit share: A new approach to compensation
Future real estate teams may adopt a tiered service model, offering different levels of service and compensation. Operational costs and salaries will be covered first, with remaining profits shared among team members based on predetermined criteria such as seniority, performance, role, and contribution to the company’s revenue. Team agents will be compensated based on the service level sold, with higher compensation for higher-tier packages, similar to a law firm’s structure.
Investor equity model: Aligning interests for success
Another innovative approach is the investor equity model, where teams partner with investors for equity and profit sharing. This model aligns the interests of the team agent and investors in the success of the property. Instead of traditional commissions, team compensation is tied to the higher returns generated by successful property investments on both the buyer and seller sides of the transaction
Uberization of buyer’s agents: On-demand services
The concept of “Uberization” is set to revolutionize the role of buyer’s agents. Imagine buyers being able to download a free homes for sale app, similar to a Zillow, Homes.com or even your public-facing MLS app, that includes all listed homes, “For Sale By Owner” (FSBO) properties, and expired listings (with opt-in).
Buyers can schedule showings with agents — whose ratings, reviews and fees are posted. This model offers on-demand services, with fees ranging from $50 to $100 plus additional a la carte services such as making offers, handling inspections and transaction management.
With this model, agents close to a home may get more opportunities to have a paid single-home agreement with the buyer and then develop a relationship and convert that buyer into a long-term buyer’s agreement.
The collaborative team structure: A shift from hierarchy
Future real estate teams may find ways to operate more like collectives, with no hierarchical structure. Decision-making responsibilities will be shared, and compensation will be distributed more equally. Additional rewards will be given for leadership roles and mentorship within the team. This collaborative approach fosters a more inclusive and supportive team environment.
So what … now what?: Adapting to new realities
The real estate industry has evolved from broker-centric models of the 1970s, where brokers controlled lead flow and splits were favorable to the brokerage, to team-centric models of the mid-2010s to 2020s, where significant margins moved to team leaders. The future will be consumer-centric, focusing on serving clients regardless of the opportunity. Team leaders who contribute to the overall success of their agents will have a massive advantage. Teams and brokers that do not contribute to their agents’ success will not survive, while those providing massive opportunities and innovation will thrive under new business models.
Refuse to pause: Embracing innovation
Real estate professionals must pay attention to ongoing changes and adapt accordingly. Partnering with innovative people and companies, and being open to new models and ideas, is crucial. Leaders would be well served to define what success looks like in advance and be committed to innovation; even if most attempts don’t work, agents will appreciate the proactive growth strategies.
Consistency in creating awareness, defining results, and making course corrections is essential. Those who wait on the sidelines for the industry to provide opportunities will be left behind.
The call to innovate
I’ve always said, “Those who innovate, are well-coached, and proactive have tremendous opportunities to take market share and thrive amidst uncertainty.” These agents, brokers, and team leaders will be the pioneers of the next decade. The choice is clear: innovate and lead, or stand quietly by and watch those who do.
Inman Connect Las Vegas 2024 provided a glimpse into this exciting future, offering valuable insights for real estate professionals looking to stay ahead of the curve. The team of 2030 will be defined by its ability to adapt, innovate and provide exceptional value to clients in a rapidly changing landscape.
Verl Workman is founder and CEO of Workman Success Systems. Connect with him on LinkedIn or Instagram.
by Kendall Bonner | Aug 28, 2024 | Industry, News Feed
Whether it’s refining your business model, mastering new technologies, or discovering strategies to capitalize on the next market surge, Inman Connect New York will prepare you to take bold steps forward. The Next Chapter is about to begin. Be part of it. Join us and thousands of real estate leaders Jan. 22-24, 2025.
Pulse is a recurring column where we ask for readers’ takes on varying topics in a weekly survey and report back with our findings.
This week, Inman contributor Chris Drayer asked the provocative question on everybody’s mind: Is speed to lead dead? His argument? In a time of intense competition and changing consumer perceptions, the hottest lead isn’t always the best one.
Subsequently, a lawsuit filed against Realtor.com parent company Move and the National Association of Realtors calls into question whether those paid leads are really all they’re cracked up to be in the first place.
via GIPHY
It’s kind of hard to know how to generate, capture and nurture leads into clients these days, but what’s your take? Which matters more: Speed to lead or relationship-building? Are you focusing on paid leads or getting up close and personal with your SOI? Do you find it easier to talk commission with a virtual stranger or with the folks you know best? What’s your plan for maximizing opportunities in the months to come? Let us know below:
We’ll compile a list of the top responses and post them on Inman next Tuesday.
by Kendall Bonner | Aug 26, 2024 | Industry, News Feed
The Florida-based brokerage’s buyer-focused marketing and educational resources are made for agents in need of assistance as they pitch buyer representation services, executives told Inman.
Whether it’s refining your business model, mastering new technologies, or discovering strategies to capitalize on the next market surge, Inman Connect New York will prepare you to take bold steps forward. The Next Chapter is about to begin. Be part of it. Join us and thousands of real estate leaders Jan. 22-24, 2025.
LPT Realty, the winner of Inman’s 2024 Innovator Award for “Most Innovative Brokerage,” is building on its reputation with the release of a new resource for agents navigating changing buyer representation rules, Inman has learned.
The Florida-based brokerage deployed training and industry insights to develop what it calls “Buyer Power Tools,” a collection of marketing and educational assets for agents to use when pitching buyer representation services, executives said Friday. The product is similar to the brokerage’s “Listing Power Tools,” which CEO Robert Palmer described as “the genesis of the brokerage creation.”
TAKE THE INMAN INTEL INDEX SURVEY FOR AUGUST
“Our goal is to provide an unmatched experience that empowers both our clients and our agents, making the real estate process smoother, more transparent and more efficient matching the speed of today’s market.” he said in a statement.
LPT’s buyer-focused marketing assets provide agents and clients with a comprehensive and clear explanation of the advantages of representation, the rules around it and the freedom to work together compliantly. It also includes on-board e-signature features for the Buyer Brokerage Agreement, allowing users to sidestep third-parties to finalize the process.
“At the heart of this offering is a proprietary pre-showing disclosure and agreement, seamlessly integrated with a cutting-edge digital marketing solution,” executives said in the announcement.
New commission rules that went into effect this month require agents to engage with clients through a formal agreement before conducting official acts of business, the definition of which has become contentious for agents and brokers.
An Aug. 20 Inman report addressed the nuances around buyer agreements, citing the National Association of Realtors own FAQ on the subject. Attending an open house or scheduling a visit with a listing agent do not require the paperwork, provided the listing agent remains the representative of the seller.
Providing brokerage services to a buyer — like identifying potential homes, arranging a showing or negotiating for the buyer — is when the need for the agreement kicks-in, according to NAR.
Industry efforts to work around the requirement have emerged, but they pose promlems, consumer watchdogs say, pointing to rules prohibiting NAR-affiliated MLS listing sites or collateral
“We are extremely concerned Realtors are using misinformation and scare tactics to try and persuade clients into signing anticompetitive buyer brokerage and listing contracts that artificially inflate buyer brokerage fees,” Consumer Advocates in American Real Estate Executive Director Doug Miller told Inman.
Email Craig Rowe
by Kendall Bonner | Aug 22, 2024 | Industry, News Feed
Encouraging a culture that values balance for agents is an important part of recruiting and retaining top-tier talent, luxury consultant Chris Pollinger writes.
Whether it’s refining your business model, mastering new technologies, or discovering strategies to capitalize on the next market surge, Inman Connect New York will prepare you to take bold steps forward. The Next Chapter is about to begin. Be part of it. Join us and thousands of real estate leaders Jan. 22-24, 2025.
Leadership in real estate isn’t just about guiding a team; it’s about shaping an environment where work-life harmony flourishes, creating a space where both professional excellence and personal fulfillment coexist seamlessly. This balance is crucial for retaining top talent, driving success and ensuring that your team isn’t just surviving but thriving.
TAKE THE INMAN INTEL INDEX SURVEY FOR AUGUST
1. Understanding the power of perception in leadership
In real estate, where the stakes are high, how your team perceives their ability to manage work-life demands can make or break their performance. It’s not the sheer volume of tasks or the intensity of the market that leads to burnout — it’s the perception of being overwhelmed or unsupported. As a leader, your role isn’t to remove challenges but to empower your team to handle them with confidence.
Research backs this up. A study involving nearly 3,000 employees found that work-life satisfaction hinges on three key elements: belief in their ability to manage tasks, the capacity to handle emotions, and the empathy to connect with colleagues. Patricia Voydanoff’s work on work-family dynamics highlights that when your team believes it can manage their responsibilities, team members experience less stress and greater fulfillment.
2. Creating a culture of fulfillment
Great leaders aren’t just focused on closing deals — they’re committed to building a culture where work-life harmony is the norm, not the exception. By providing flexibility, fostering transparency, recognizing achievements without overburdening, and leading by example, you create an environment where your team can excel professionally while enjoying a fulfilling personal life.
3. Being flexible with boundaries
One of the most effective ways to support your team is by offering flexibility — on when, where and how they work. Client demands can be unpredictable; providing options can significantly reduce stress.
However, flexibility should never feel like a trap. It’s vital to allow for changes in these choices, acknowledging that needs evolve, whether it’s a parent adjusting their schedule for summer break or an agent handling a particularly demanding client.
Consider this: An associate decides to work from home on Wednesdays to focus on deep work without office distractions. Then, market conditions shift, and the team needs to demand more in-person meetings. Locking them into their initial choice breeds frustration. Flexibility with an understanding of shifting priorities is vital to maintaining work-life harmony.
4. Being transparency without intrusion
Transparency fosters trust — a cornerstone of any successful team, especially in a high-pressure field like real estate. When your team feels informed and trusted, they are more likely to take initiative and go the extra mile. However, there’s a fine line between transparency and intrusion.
For instance, if an associate is dealing with a personal issue that affects their availability, it’s helpful for the team to be aware so they can offer support. But pushing for details crosses a boundary. Leaders must respect individual privacy while encouraging a culture of openness. This balance strengthens the team’s cohesion without compromising personal boundaries.
5. Recognizing performance without overburdening
Exceptional performance should be recognized and rewarded. But beware of the trap of rewarding competence with more work. It’s all too common to see high achievers loaded with additional responsibilities as a “reward,” which can quickly lead to burnout.
Take a buyer’s agent who consistently outperforms in closings. The instinct might be to hand them more leads, more clients, more everything. But more isn’t always better. Instead, balance recognition with support — celebrate their success but also check in on their workload. Offering additional resources or redistributing tasks can prevent top talent from feeling overwhelmed, ensuring they remain motivated and engaged.
6. Leading by example
The example you set as a leader is perhaps the most potent tool in fostering work-life harmony. In real estate, where long hours and high demands are the norms, it’s easy for leaders to fall into the trap of working around the clock, inadvertently setting the expectation that their team should do the same.
Model the behavior you want to see. If you value work-life balance for your team, demonstrate it in your own actions. Take your vacations, unplug after hours, and prioritize your well-being. This isn’t just about avoiding burnout for yourself; it’s about giving your team permission to do the same.
This approach doesn’t just help your team thrive; it sets a new standard in the industry. In a market where high expectations are the baseline, the leaders who prioritize their team’s well-being will be the ones who not only retain top talent but also redefine what success looks like in real estate.
Chris Pollinger, founder and managing partner of RE Luxe Leaders, is the strategic advisor to the elite in the business of luxury real estate. He is an advisor, national speaker, consultant and leadership coach. Learn more about their consulting, coaching and advisory programs at RELuxeLeaders.com
