Today’s agents face one of the most complex operating environments in modern real estate, characterized by tight inventories, compressed margins, shifting commission structures, rapid technological change and increasing demands for profitability and efficiency. As brands rethink how franchise support directly impacts performance, Coldwell Banker is reshaping its model around specialization, data-driven decision making and high-touch service. Kate Conquest, Vice President of Affiliate Servicing at Coldwell Banker, shares how her end-to-end career in real estate has shaped a practical, holistic approach to helping nearly 700 franchise businesses drive sustainable growth.
Housing Wire: You’ve touched every part of the real estate industry, from broker to broker-owner to consultant and now VP of Affiliate Servicing. How has that journey shaped the way you support the nearly 700 franchise businesses today?
Kate conquest: I have been with the Coldwell Banker brand for twelve years, a path I never expected, but one I am truly grateful for. I started answering phones at 18 while I was in college at a local real estate company that later became a Coldwell Banker franchise. I obtained my license, moved into Operations and Leadership, became a partner in the company and later moved into consulting, where I spent several years onboarding new franchisees. For the past three years, I have led a team that delivers holistic services within the Coldwell Banker affiliate network.
My journey determines how I lead. I don’t view challenges through a single lens. Every decision impacts owners, managers, agents and administrative teams. When we roll out systems or processes, I always wonder whether they will really work for everyone involved. It keeps me focused on practical, well-rounded results.
HW: From your perspective, what are the biggest decisions broker leaders have to make right now, and where does Coldwell Banker see its responsibility to help them stay focused on growth?
KC: Real estate agents are in a perfect storm with low inventory, higher interest rates, affordability challenges and more agent choices than ever before. Add margin compression and rapid technological innovation, and profitability becomes the central issue. An alarming statistic from Real Trends reported early this year shows that approximately 40,000 of the 100,000 real estate agents in the US are currently unprofitable.
It is our responsibility to ensure that our franchisees are better off with us than without us. That belief was an important catalyst for our model change. We’ve learned that profitable growth comes from aligning growth with operational efficiency. It’s not about growth for growth’s sake. It’s about building financial stability, allowing brokers to sustain their businesses and have a real impact on the people they serve.
HW: This year, Coldwell Banker transitioned from a generalist support model to a specialized team structure. What prompted that change and what does a ‘specialist-led’ service experience look like for a franchisee in everyday practice?
KC: One word I use is depth. A generalist can answer questions, but specialists really solve problems, and with the level of complexity in our business today, experience is what maximizes results. You can always call for advice, but it is the wisdom, expertise and practical experience that create the greatest value for our member companies.
Historically, each franchisee had an account manager who provided solid general support and guidance. Over time we saw the need for deeper specialization. Today, one team focuses on data, contracts, and product implementation, deployment, and engagement. At the same time, our growth consultants focus on operational efficiency, P&L analysis, benchmarking, recruitment, retention and business planning. These are very different skills, and together they allow us to move from broad support to truly specialist support.
HW: HousingWire has created an Insider profile about you, noting how you combine digital access with high-touch support. How does your team deliver that “white glove” experience, and how does it help brokers stay profitable, retain agents, and reclaim time to run their businesses?
KC: White-glove experience is not about doing everything for our network. It’s about making sure the right things get done in the shortest time and with the least friction. When someone reaches out, he or she is connected to a specialist who understands his or her situation and can solve the problem without having to refer him/her multiple times.
The second part is meeting affiliates where they are with on-demand service. Most support needs can be scheduled directly through our system. Since we launched this about 5 to 6 months ago, we’ve seen 60% adoption and 66% repeat user rate. That tells us the model works. It saves time, reduces friction and delivers real value through specialized support.
HW: Trust and responsibility seem to be central to your model. What are you hearing from the network and how is data driving your conversations with brokers?
KC: Our network requires clarity and competence in an uncertain landscape. They rely on us for data that is unbiased by third parties and helps identify real opportunities for productivity, cost control and market share growth. Just as important is what we do with that data. Analysis and interpretation lead to smarter decisions.
That expectation also applies to AI. Our subsidiaries want to know how we apply it today in real operations, both in human resources and accounting, as well as in facilities and real estate management. As we continue to collect data from many sources, the focus remains on turning insight into better business decisions that improve profitability.
HW: Coldwell Banker’s culture (especially around events like Gen Blue) has a reputation for being collaborative and innovative. How do you see franchisees supporting each other and scaling what works?
KC: Culture is difficult to explain because it is something you feel. That’s why I always invite anyone considering our brand to come to Gen Blue. It’s not just any conference. It is an immersive experience focused on learning, networking and business growth. When people experience it firsthand, they consistently see how their business can become stronger together with us.
What really sets our network apart is the openness built into our culture. Real estate agents openly share ideas, strategies and best practices. They work closely together, learn directly from each other and even compare their companies with each other. That level of trust and transparency creates a connection you can’t find anywhere else, and it’s a core part of who we are at Coldwell Banker.
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