We work with one agent per zip code, and one company per category. For the companies, we become the business development department — audit the whole business, rewrite what isn't working, and go win the work in person. For the agents, we're the marketing department they never had time to build. Both sides get the same promise: your competitor doesn't get us.
Every business in this list sells to the same people — real estate agents — without competing with each other. That's why the model works, and why we'll never take two. When a seat is claimed, it's closed for as long as that client stays.
On the other side of the market we work with agents directly, one per zip code. That network is what makes a seat here worth having: you're not buying marketing, you're buying the agents we're already in front of.
We hold no more than four company seats at once. Capacity, not ambition, is the constraint.
They had a great service and no growth engine. So we audited the entire company — web presence, staffing, marketing, the sales process — and then rewrote all of it. New site. New social. A new way of selling. Then we went out and did the in-person business development ourselves.
An agency sells you deliverables and disappears. We start by pulling the whole company apart — what you look like, how you sell, who's doing what — and then rewrite the parts that are costing you business. After that we own the number. It's all one person's job, so nothing gets handed off and lost.
We take the company apart. Web presence, social, marketing spend, staffing, the sales process, what actually happens when a lead calls. Most owners have never seen their business from the outside. This is where we find the money that's already sitting there.
Then we rebuild what's broken instead of patching it. New site, new social, new positioning, new collateral — done in-house, not farmed out to three vendors who never speak to each other.
How business gets won, written down and made repeatable. What gets said on the call, what gets sent after, who follows up and when. Most companies in this industry are running on memory and good intentions.
Then we go get it. Brokerages, preferred-vendor lists, agent relationships — in person, by us. Not a contractor working from a script in another time zone.
A business development hire runs $90–110k loaded — roughly $8,000 a month for one person with one skill set. We're the audit, the rebuild, the sales process, the web, the print and the in-person work, for a fraction of that.
We won't take a ninety-day engagement for thirty days' money, because thirty days doesn't work and we'd both end up annoyed. After that, stay because it's working.
Tell us your category and roughly where your revenue sits. If we think we can move it, we'll say so. If we can't, we'll say that too. Agents start here instead.