Waugh, who grew up in industry and led to a lot of circumstances, believes that today’s environment requires competitive skills, smart data and a ruthless focus on consumer experience. “We are in what I call ‘super skills’ marketplace,” he says. “The most competent professionals will win.”
From ‘super skills’ to strategy
Waugh points to three different markets in recent years the crazy pace of the COVID-19 Pandemie; The post-2022 shift to a skills-based environment; And today’s question for professionalism.
Coldwell BankerHe notes, invests heavily in professional development and data -driven tools to help agents thrive. “When opportunities arise, customers must act with confidence,” says Waugh. “That means how well informed we place them in a position.”
Coldwell Banker’s coming Gen Blue Conference Will emphasize a focus on innovation. A new event will be the “AI Innovator of the Year” match, where brokers in brokers Real-World Use Cases pitch for generative artificial intelligence (AI)-from administrative efficiency to lead generation-live on stage.
“This is not just about recognition,” says Waugh. “It is about thousands of real estate professionals who share the best ideas in one place.”
Doel clarity in a competitive market
In the midst of shifting models and new competitors, Waugh emphasizes clarity. “You can’t be everything for all people,” he says. “There are two models: high value or low costs. We have opted for a high value and we double employment.”
To maintain that lead, Coldwell Banker organizes monthly sessions called ‘Agents Helping Agents’, where they share what works today. It is a grassroots approach to cooperation that strengthens the core focus of the brand: helping agents who attract and retain customers.
With the Legal Courts committee that draw new attention to the value of the consumer, Waugh sees the opportunity. “We are in an experiential economy,” he says. “Those who create the best experience will win.”
That means overcommunication, clear market information and consistent follow-up, especially now that houses stay on the market for longer and price reductions more often. “If you do not communicate every week about what happens to their property or the market, you will lag the risk of leaving.”
Growth through consolidation and recruitment
Looking ahead, Waugh 2025 and 2026 sees as relatively flat years, with 2027 the start of a new cycle. This is the time to grow, he says, through mergers and acquisitions, franchise conversions and recruitment.
“Everyone is doing well when appreciating markets. But in flatter markets, the best separate itself,” he says. “We want to take advantage of this last window.”
Recruitment, he adds, still comes down to Fundamentals: clarity of value proposition, consistent relationship buildings and timing. “There are no tricks. You are dedicated or not.”
Waugh is also closely in the level of the rise of multigenerational life. He says that 17% of buyers were purchased with that intention last year. He believes that it can reduce the transaction volume and at the same time increase the complexity of deal. Combined with affordability pressure and rising senior costs, this shift can reform the demand in unexpected ways.
The future landscape
Regarding the future of real estate agents, he expects more consolidation about real estate and mortgage, whereby immovable brokers become the distribution point for a one-stop shop of services. He adds that boutique companies will thrive, while medium -sized independents are confronted with the greatest uncertainty.
“The real estate transaction has always been the distribution point of these other services,” says Waugh. “The question is who can deliver it on a scale with excellence.”
For Waugh, the path of industry is about discipline, focus and service. The 120-year inheritance of Coldwell Banker offers both perspective and permanent force. “We block the noise and invest in skills and service,” he says. “That’s how you win in a market like this.”
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