Team Spotlight: Q&A with the Hripko Team, Royal LePage Benchmark

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Built on nearly four decades of industry leadership, the Hripko Real Estate Team combines historic expertise with next-generation strategy. Founded by John Hripko, one of the 31 inaugural members of Royal LePage’s Chairman’s Hall of Fame, the team has long been a fixture in the Calgary real estate industry. Today, along with his daughter, Alex Hripko, the company continues to evolve.

In this Q&A, Alex shares how she got into the industry, what it means to continue a family legacy, and how she’s shaping the team’s next chapter through systems, brand development, and operational discipline.

Team: Hripko Real Estate Team Agents: 4 (including John and Alex)
Brokerage: Royal LePage Benchmark Support staff: 2;
Markets served: Calgary and surrounding areas

BRAKE: How did you first come into contact with real estate?

AH: I really grew up in real estate. My parents have both been in the industry for as long as I can remember: my father in home sales and my mother who owns and operates a property management company.

That said, my original path looked very different. I earned a biology degree with a minor in chemistry and fully expected to pursue a career in the medical field. I was working for a surgeon when I was invited to attend a Royal LePage Chairman’s Retreat with my parents. That trip completely changed my perspective – I call it my “TSN turning point.”

Being surrounded by top producing agents and hearing their stories made me realize this was something I could build for myself. I remember sitting with Mark Faris and taking in everything he shared. From that moment on, I made it a priority to learn from high-level professionals. I got licensed, went into the business full time and never looked back.

BRAKE: When did you decide to put a team together and why?

AH: Building a team wasn’t something I wanted to do independently. I had the unique opportunity to join an existing foundation together with my father, who had built up the team over many years.

Over time, through trust, growth and a shared vision, my role has evolved naturally. What started as joining the team became a legacy and transition plan. I took on leadership and day-to-day management, allowing him to take a step back and focus on the parts of the business and life he enjoys most.

It has been meaningful both professionally and personally. I continue what he built while shaping the next chapter in a way that reflects my own leadership style and vision.

BRAKE: What role does each of you play today?

AH: I wear many hats, supported by a strong team behind the scenes and in collaboration with my father and our agents. Vision, strategy and key leadership decisions are shared, but my role has evolved into greater ownership of the operations, brand direction and day-to-day management.

John brings invaluable experience, mentorship and long-standing industry relationships. I am closely involved in guiding our agents, maintaining customer relationships and shaping our team culture.

Where we complement each other is in the implementation. I focus heavily on systems, growth and brand evolution, while he brings perspective and wisdom that only comes from decades in the industry. It is a true partnership that combines heritage with forward momentum.

BRAKE: Who were the first three key employees who changed your company?

AH: Because I was joining an established team, some fundamental hires had already been made. The strong administrative support from the start had an incredible impact. This allowed us to focus on customers and growth, rather than being involved in every operational detail.

The next crucial appointment was a dedicated client care coordinator who also supports the activities. That role changed the way we work every day. It created space for more meaningful one-on-one time with customers, while ensuring systems, communications and critical details were handled at a high level. It increased both the customer experience and our efficiency.

And while it wasn’t a traditional business, one of the most transformative decisions I personally made was hiring a nanny, and later a housekeeper, after becoming a mother. Having a young daughter at home allowed me to maintain a presence in the business while making time for my family. For me, building the right support structure at home has been just as important as building the right team in business.

BRAKE: What advice would you give to a team leader joining for the first time?

AH: Don’t wait until you’re overwhelmed. Build support before you think you need it. The right person should create capacity, not just help you survive the workload.

And learn to let go. That’s often the hardest part for high-performing leaders. When you know you are doing something well, it is uncomfortable to hand it over. But real growth comes when you step away from the tasks that keep you busy and focus on the work that really moves the company forward. Trusting someone else to take over the responsibility creates space for greater opportunities, for you and for the team.

BRAKE: What are your top three sources of leads today?

AH: Repeat and referral customers, agent-to-agent referrals and strategic alliances.

Our business has always been relationship driven, so a lot of it comes from previous clients and the trust we’ve built over time. We have also developed a strong referral network with agents across Canada. And our strategic partnerships, through aligned businesses and community connections, consistently connect us with customers seeking a higher level of service and expertise.

BRAKE: How is your marketing allocation changing?

AH: It depends on the market cycle. In fast-paced, booming markets, our overall spend drops, sometimes to about five percent, as momentum builds organically through referrals and demand.

In more balanced or buyer-oriented markets, we become more proactive. Our investment usually averages around seven to eight percent. During these periods, we focus on targeted campaigns, increased exposure of our advertising and brand visibility to ensure our customers’ homes stand out and that we generate consistent opportunities.

BRAKE: If you had to cut one channel tomorrow, what would hurt the most?

AH: Without a doubt, the loss of repeat and referral business would have the biggest impact. That’s the foundation of everything we’ve built. It reflects trust, long-term relationships and the customer experience we strive for every day.

Marketing strategies can evolve. Relationships create sustainability. That’s why we invest heavily in staying connected and providing value beyond the transaction.

BRAKE: How is a new lead processed in your system?

AH: It depends on the source and how warm the lead is, but the first step is always speed and structure. Online leads immediately receive an automated response and are immediately entered into a nurture sequence. Cold leads are maintained longer, while referrals are handled more personally from the start.

Each lead is logged into our CRM and follows a defined lead flow. We qualify, assign next steps, and follow up consistently until we can book an in-person appointment. That’s the moment we’re aiming for; relationships and clarity are built fastest in a real conversation.

BRAKE: Do you use ISAs?

AH: Not currently. We’ve experimented with that model, but strong CRM automations and well-built parenting systems better suit the way we work.

We focus on consistent, personalized touchpoints through technology first, then move in with a relationship-driven approach once the lead is ready for a meaningful conversation. It keeps us efficient without sacrificing the personal experience our customers expect.

BRAKE: What is your response time goal?

AH: For new online questions, our goal is within five minutes – often faster. With CRM automations, the first point of contact happens almost immediately.

For warmer introductions, such as referrals, communication is usually via email or text message. Although these are not always immediate, we aim to respond within a few hours where possible. For us, it’s about the balance between speed and thoughtful, personalized communication.

BRAKE: What’s in your tech stack?

AH: Our CRM is Follow-Up Boss. Our website is TeamHripko.ca.

BRAKE: Other tools you can’t live without?

AH: Canva, Typeform, ChatGPT, Instagram, YouTube and CapCut.

BRAKE: How much are you reinvesting in the company?

AH: On average, we reinvest approximately 7.7 percent of turnover in marketing and between 8 and 12 percent in personnel.