RMG Real Estate Emphasizes Professionalism as Independent Brokerage
The team at RMG Real Estate, which is no longer just an Anchorage-based agency but an independent broker.
One of Alaska’s largest real estate teams is cutting ties with a national broker by going independent, with the goal of improving professionalism in the field. RMG Real Estate Network founder Reed Moore is shifting his team of almost forty agents away from the Keller Williams brand and starting his own brokerage.
Full Agent Support
Under the leadership of CEO Annie Bjerkestrand, RMG Real Estate is retooling under a model Moore calls “full agent support.”
“It’s a giant, heavy lift to be able to get a brokerage off the ground,” Moore says.
State law in Alaska requires real estate agents to be paid through a brokerage, and the broker is responsible for compliance management. RMG has done well with Keller Williams, moving 450 to 500 units per year, worth about $150 million of annual production.
At that size, Moore says RMG is practically a broker already, so going independent simplifies the organization. “We provide to the agents everything they need, outside of what they do best, which is being face to face with consumers, helping them meet their real estate goals,” Moore explains. “That means listing management, full-service marketing, transaction management, managing their business finances—all those things are taken care of.”
Instead of paying brokerage fees to Keller Williams, RMG will collect fees itself. “For our agents, the brokerage compliance fees are less than they were at Keller Williams, and the rest of the support costs, which in our industry are called a ‘split,’ are variable based on production,” Moore says.
The Keller Williams brokerage supports some of the most productive real estate teams in Alaska. The Dar Walden Team has thirty or so agents selling a bit more than $150 million annually, and the Kristan Cole Network in Wasilla is another Keller Williams team selling more than $500 million annually (with 143 agents in multiple states).
Habits and Actions
As an independent broker, Moore aims to professionalize the field, something he’s seen lacking in his twenty-two years in Alaska real estate. “Real estate does not have a professional ‘bar’ to jump over,” he says. “There are people who, through their habits and their actions, are truly professional—and that’s not everybody.”
To promote good habits, RMG is setting up a flexible commission structure while offering coaching and consistent training, which not every real estate team has the resources to provide.
“The amount of time and energy that I can take to spend training another real estate agent is very limited,” Moore says. “Somebody who doesn’t do sales, they want to train but they just don’t have that much skill or experience doing it themselves, so the training experience can be watered down. For us, we’re a big enough organization that we have people in a professional leadership and training capacity so that their job is to do that.”
Moore sees RMG as getting ahead of where the real estate industry is going, with respect to professionalism. He expects his model will attract more agents to the team, and other teams might adopt the same approach, as they are able.
Committing to a culture that emphasizes character, competency, and capacity is important in a trust-based business.
“We’ve always been about more than just real estate transactions,” says Moore. “This transition allows us to take our vision even further by offering agents the infrastructure, tools, and systems they need to truly thrive.” In turn, he says, clients will benefit from added professionalism and care.