28 minute read
The American Dream Debunked: Independent Brokerages
The American Dream Debunked: Independent Brokerages by Diane Tuman
Real estate agents are a unique breed of own brokerage, you work long, crazy hours and carry entrepreneurs. They work for everyone a lot of risk, but you don’t make much money,” says and no one—all at the same time. The Ribak, leader of Tropical Beachside, brokered by eXp Realty. “This is not something you learn from agents who are the most driven have big other brokers because the same ego it takes dreams about hanging their own shingle. to be a great salesperson or motivational An independent brokerage, after all, is leader doesn’t easily get shared when it regarded as the crowning success for comes to the downside of owning your own brokerage.” building a winning team and starting your The Boston native is a self-described serial own company. It signals “you’ve made it.” Ribak entrepreneur who has owned 22 companies since the 1980s, including a restaurant, a paintball Mitch Ribak of Cocoa Beach, Fla., is one such person. business, flower business, ad agency, dating service, He opened his own indie in March 2005, only to find online dating site and affiliate marketing agency—he out the business is layered with plenty of challenges. was also host of a radio dating show out of Universal “I discovered a dirty little secret. If you own your Studios in Orlando. But once the 1999 dot-com bubble
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occurred, Ribak turned to real estate and started Tropical Realty Beachside, his own independent brokerage, which he wanted to turn into a string of brick-and-mortar offices wherever there was a beach town—from Florida to California.
In 2017, after 11 years of working 80-hour weeks, facing lots of stress due to risks and liability, and realizing his top agent was making more than him, he decided there had to be a better way.
He started to explore his options, including selling to a franchisor and closing it all down. He was at a crossroads until he met with folks at eXp Realty for the fifth time. While he had resisted everything about eXp up to this point, suddenly, the business model made complete sense. The only problem he had was giving up his brand.
“I knew I was ready for a new model that eased many of the overhead and liability issues that came with owning my own brokerage, but my brand? I didn’t want to give it up,” explains Ribak. “But that’s when they sold me. They told me, ‘Keep your brand. Just be Tropical Beachside by eXp.’”
Ribak had his answer.
“With eXp, I could have the best of both worlds,” he says. “My company would remain intact, and I’d be free of the huge risks because of eXp Realty’s virtual brokerage model and all the tools and support the company delivers.
“As I look back, I’m happier than ever with the decision I made. I went from working 80 to 40 hours a week. I have a life now. I play music with my grandkids. But I still sell about 35 to 40 homes a year and do a bunch of coaching. I have 535 agents in 27 states—120 of them are local to the Cocoa Beach area. And based on what’s going on today, I’m in better shape than most. I feel like I have it all: My company with all its rewards and without the worry and overhead I had when I was an independent broker/owner.
“Also, I can now retire with security behind me. And if I die, I have made sure my family inherits my business. You can say I now have peace of mind.” RE
eXp Realty, a real estate cloud brokerage, is one of the fastest-growing, global residential real estate companies with more than 35,000 agents in the United States, Canada, the United Kingdom and Australia. As a subsidiary of a publicly-traded company, eXp Realty uniquely offers real estate professionals within its ranks opportunities to earn eXp World Holdings stock for production and contributions to overall company growth. For more information, please visit https://join.exprealty.com.
We’re REALTORS® , 1.4 Million Strong, Stepping Up for What’s Right.
As REALTORS® we’re committed to the diverse communities we serve, and that starts with our Code of Ethics that sets higher standards for fairness in housing than any federal law. It extends to our work on Capitol Hill, where we continue to advocate for meaningful change.
Visit ThatsWhoWeR.realtor and Photofy.com/NAR for assets to show that you’re fighting for fairness in housing.
by Maria Patterson
When a crisis hits, you’re forced to react quickly. That’s when what you’re made of really shows. And that’s why Homes.com found itself more prepared than most for a situation no one anticipated.
Guided by its number 1 core value, “Humanity,” and its commitment to trust at all levels, Homes.com knew to put people first when the COVID-19 pandemic hit the U.S. full force in March. Instead of an all-out pivot, Homes.com was able to lean into a belief system and company culture that was already well established.
Humanity Starts at Home While many companies establish core values, not all live and breathe them. At Homes.com, however, core values are paramount to everything the company does. It’s no surprise then that Homes.com’s internal response to the pandemic aligned with its commitment to prioritize humanity.
“When COVID began, it became clear to us that our workplace model needed to shift—40 percent of our workforce needed equipment in order to be productive from home,” says Homes.com President David Mele. “We accomplished that within 10 days.”
Once employees were operationally prepared to work from home, Homes.com launched the #WorkFromHomes initiative, a program that features daily email or video updates, informational posts on internal Facebook groups, and an ongoing series of virtual training—covering everything from effectively working from home, to managing teams virtually, to juggling kids while working, to health and well-being sessions.
“We knew with our focus on culture and humanity, that if we could invest in a program to keep the lines of communication open and our employees informed, we would come out of this and into the new normal with a workforce that was super engaged, really cared for, fired up and ready to be more productive than ever,” says Homes.com Senior Vice President of Marketing and Sales Erin Ruane.
“The end result,” says Mele, “is that our team is thriving and more productive than ever. It starts with the philosophy of always putting people first. You have to live your values.”
“We put our employees first,” agrees Ruane. “We gave them confidence and instilled trust, which allowed them to better focus on our clients. They felt very motivated to bend over backwards to serve customers. We’ve seen that service level pay off in our higher online review scores. We even won a Stevie Award for ‘Great Employers’ for our COVID response.”
Homes.com has also demonstrated its commitment to putting humanity first through its response to the escalating social unrest of 2020.
“With our first core value being Humanity, we knew we had to do something to make a difference,” says Mele. “As a leadership team, we listened to our employees, the industry and consumers. We worked hard to be there for our team members and support them in whatever way they needed. We also launched a Community Action Day—a paid day off for employees to volunteer in their communities to make a difference.”
But Mele knew Homes.com needed to take the conversation even further. “We wanted to do more in the industry to create a dialog around racial discrimination and fair housing,” he explains. The company launched an internal fair housing workgroup with the goal of increasing consumer resources, such as educational content, and awareness and advocacy across the real estate industry.
– DAVID MELE President, Homes.com
To that end, Homes.com leveraged its Secrets of Top-Selling Agents webinar series (see sidebar) to start conversations on racial issues across the industry. In early August, top agents and real estate leaders participated in the webinar, “Racism in Real Estate—How You Can Make a Difference.” According to Mele, “Attendance and engagement were fantastic.”
An Industry-First Approach Homes.com has worked hard to establish itself as a “friend to the real estate industry,” and this role took on new significance in the face of the coronavirus.
Homes.com’s Core Values empower everything the company does. They served as a particularly powerful compass for the company and its employees in the wake of the coronavirus pandemic.
Humanity We embrace diversity, care about our communities, listen to our users, and look for a little fun in everything we do.
Ownership We act with integrity, take pride in who we are and are accountable for the work we do.
Metrics-Driven We celebrate results that move both our people and business forward.
Excellence We deliver exceptional service and a positive attitude at every opportunity.
Smarter We create solutions with focus, simplicity and innovation.
“When the pandemic hit, we knew the industry needed a partner it could trust, a partner without ulterior motives,” says Mele. “We’ve always been about connecting highly qualified consumers with real estate professionals, so we quickly went to work on doing that in a safe and secure environment.”
Around March 15, as an increasing swath of the country moved into lockdown, Homes.com went into action, explains Ruane. “We asked ourselves, ‘What will real estate professionals need from us during this time? How can we provide education and comfort, and increase the level of trust real estate professionals already have in us?’ We quickly pivoted and leaned into our core values even more.”
With the mission in place, Homes.com’s product and development teams rapidly launched new virtual features allowing real estate professionals to safely and effectively connect with consumers.
“We knew that an in-person experience between homebuyers and sellers and real estate professionals wasn’t going to happen for a while,” says Mele. “So we partnered with more than 600 MLSs and national franchise networks, and top virtual tour providers, to provide virtual tours on more than 600,000 listings. We made the virtual tour the main image on each listing—all you have to do is click on it.”
Homes.com also added a “Request a Video Tour”—otherwise known as a “virtual showing”—to all listing detail pages, as well as an ability to live stream virtual open houses.
“There was an amazingly quick effort to get RESO involved with developing standards to manage the entry of open houses and manage the distribution of that data downstream,” says Homes.com Senior Vice President of Industry Development Andy Woolley. “Within four weeks, all the major MLSs were publishing virtual open house data and started delivering that data to us.”
“In partnership with over 100 MLSs, ‘Live Stream Virtual Open Houses’ now automatically feed directly to Homes.com, or can be manually posted on all listings via the Homes.com dashboard,” explains Mele. “One of the silver linings of this crisis is that homebuyers and sellers and agents are seeing how efficient virtual options can be. I think these strategies are here to stay.”
In addition to equipping real estate professionals with the right tools to navigate the crisis, Homes.com also made sure they were sent the right message. “We knew real estate professionals were challenged from a sales perspective, so we shifted our message from a sales approach to value creation,” says Ruane. “We put together videos with a diverse group of employees saying, ‘We get it, times are tough; we’re here for you whether you need us now or later. We’re here to help when and if you’re ready.’ This showcased our employees and our humanity to let the industry know we’re in this together.”
Focused on Connecting Consumers Driving Homes.com’s efforts to put forth innovative virtual options is its commitment to build technology that forges connections between real estate professionals and consumers. Two years ago, the “reimagined” Homes.com website was launched, offering consumers a smarter way to search for homes, including by street name, neighborhood and school zones. This year, Homes.com has taken that mission even further… before ever knowing a pandemic would send online real estate search skyrocketing.
“Over the past year, we made some significant upgrades to Homes.com, particularly as it relates to putting
agents front and center,” says Mele.
For example, an overhaul to the Homes.com Agent Profile page now prominently advertises an agent on all of their listings, along with their brokerage logo, biography and links to their website and social media accounts. The enhancement also includes a free lead and contact management system to help agents convert leads into active customers. And, for Homes.com’s MLS partner members, a free monthly consumer newsletter and an email marketing system are also available.
Also released in September was a new “Find Agent” search, allowing consumers to access the most active agents in their area. The searchby-name functionality gives priority sorting for agents with active, updated profiles. As Mele says, “We’ve made it easier for consumers to find highly engaged agents. And, as always, listing agents on Homes.com get their leads without having to advertise on Homes.com. Your listing, your lead.”
To help agents maximize leads in a virtual environment as the market continues to ramp up, Homes.com’s marketing products, such as Local Connect and Lead Concierge, have taken on new significance. Once again, connection is the goal.
“It’s all about putting the right real estate professional in front of the consumer at the moment the consumer is ready with a question or ready to see a property,” Ruane explains. “That’s always been an important value proposition, but even more so now that the consumer is relying heavily on online technology and expects a rapid response.”
Trusted Partnerships Throughout the Industry Homes.com is able to take a leadership position on such critical issues thanks to the trusted industry partnerships it has forged.
Woolley, for example, sits on the Council of Multiple Listing Services (CMLS) Board of Directors as a business partner director, an esteemed honor. And Homes.com boasts some of the most prominent MLS operators in the industry among its enterprise partners, including CRMLS, Arizona Regional MLS, MyFlorida Regional, REcolorado, Georgia MLS, UtahRealEstate.com and Bright MLS.
– ERIN RUANE Senior Vice President of Marketing and Sales, Homes.com
As it has for all industry verticals, the pandemic also presented challenges in the MLS arena. Not surprisingly, Homes.com quickly showed its strength as a partner.
“Internally at Homes.com, we’re heavily focused on partner development, and a lot of that is done through conferences, events and travel,” explains Woolley. “So we had to change our approach. We picked up the phone and focused on helping everyone in our partner network with whatever they needed.”
To that end, Homes.com developed webinars and podcasts that were promoted by MLS partners. “There were weeks when we did 15 20 webinars,” says Woolley. “We retooled the training and covered topics like how to deal with clients when you can’t meet them in person and offered tactics to work with them digitally. Normally, working with our MLS partners is about getting members’ data onto Homes.com. With the pandemic, it was just about being a good citizen and helping people through this.”
It is this level of industry partnership that helps ensure that the Homes.com engine runs on quality data—information consumers can trust. With over 3 million active listings displayed on Homes.com, and almost 80 percent of those sourced directly from MLSs and national franchise partners, Homes.com is able to deliver reliable and accurate listing data. Thanks to Direct Listing Feeds for enterprise partners, an MLS can establish a direct feed to Homes.com, giving brokers more control over their listings, which increases data quality and delivers leads faster and with greater accuracy.
And with a persistent inventory shortage, accurate data is more important than ever.
“Some markets around the country have inventory down 20 percent year-over-year,” says Woolley. “Consumers seem to be less inclined to sit on the sidelines and have become more active, searching daily, hourly. Because of that, timely updates on data are more critical than ever.”
People Will Guide the Path Forward As Homes.com joins the industry in moving forward in an uncharted future, the team will continue to put its focus on people first.
For example, to help real estate professionals address the rapidly changing needs of consumers, Homes.com recently conducted a consumer survey. The encouraging findings include:
480 percent of survey respondents reported that their home-buying budgets had either remained the same or increased since the start of the pandemic 444 percent plan to purchase before the end of the year 4Over half of respondents planning to purchase a home before the end of the year have used virtual tours in their search
Well-known as a leader in education and training, Homes.com put those efforts into overdrive in the midst of the pandemic.
According to Homes.com SVP of Marketing and Sales, Erin Ruane, Homes.com had already been expanding its popular Secrets of TopSelling Agents program—launched 15 years ago—to reach a wider audience, taking it from a monthly webinar to a series of live events throughout the country to a podcast. Now, the pandemic has sparked the next evolution.
“During the crisis, we said, ‘We’re shut down from live events. How can we reach more people?,” she explains. “So our amazing team went from two webinars a week to 40 a month featuring some of the top agents and educators in the real estate space.”
And the efforts are paying off. The Secrets of Top-Selling Agents Facebook group has grown from its initial 3,000 members to more than 10,000, and the recently released second Secrets of Top Selling Agents book has climbed to the top of the Amazon best seller list.
Homes.com expanded the success of the program even further in launching the Secrets of a SmarterMLS Podcast in late 2019, the first-ever podcast focused on con-
“Our consumer surveys helped us glean valuable insights that we were able to share with real estate professionals,” says Ruane. “This is what consumers are saying, this is how they want to be serviced, these are their expectations from you.”
People will also be the guiding principle as Homes.com makes decisions about its operation path forward. “We have learned a lot, and we are exceeding our expectations,”
Giving Back Through Education
says Mele of his team’s journey necting and sharing best practices among MLSs professionals. The podcast is hosted by Homes.com SVP of Industry Development Andy Woolley.
According to Woolley, the podcast is designed to share information he would glean during his frequent travels as a member of the CMLS board. “I learned so much at dinners,” he says. “I wanted to record the conversations I was having. The executives who run smaller MLSs often aspire to run larger ones, and they learn from their peers. But they often can’t afford to get out to conferences. So I wanted to start recording the conversations I was having and share all the things that were happening successfully in other markets and make them accessible to the entire industry.”
That was the initial intent…until quarantine hit. “We adapted to be able to record podcasts over the phone,” says Woolley, “and we started releasing them twice a week during the pandemic to let people know what was happening in the market.”
“The Secrets program is a powerful touch point within our industry where professionals can come together and talk about challenges and opportunities,” adds Ruane. “That does a lot to increase our level of trust from industry partners.” “Consumers seem to be less inclined to sit on the sidelines and have become more active, searching daily, hourly. Because of that, timely updates on data are more critical than ever.”
– ANDY WOOLLEY Senior Vice President of Industry Development, Homes.com
through the coronavirus crisis. “Our throughput for development projects is even better than before. We’re even more efficient with our workfrom-home model, so we’re going to continue to look for ways to make this a primary model where we can.”
As for the future state of the real estate business, Mele feels the outlook is strong. “We have some external factors that are keeping buyer demand high,” he says. “Low interest rates are fueling demand, not to mention the migration that’s been created because you can now work from anywhere. Traffic at Homes.com is up year-over-year in the 30 percent range. I don’t think this is short-term...I think it’s longterm and that this will play out over several years.
“This is good news for agents and brokers, and our role is to continue to be that trusted partner to make the connection.” RE
For more information, please visit marketing.homes.com.
Confronting an Uncharted Year With Confidence by Maria Patterson
Charlie Oppler Steps in as 2021 NAR President
This month, Charlie Oppler, COO of New Jersey-based Prominent Properties Sotheby’s Intl. Realty, will be inaugurated as the 2021 president of the National Association of REALTORS® (NAR). While the ceremonies will be virtual, the challenges Oppler will face in the year ahead are very tangible—as are the opportunities. Here, he tells us what’s in store for 2021, and why being an active broker of a leading, 15-office firm gives him a unique advantage in the president’s role.
Maria Patterson: Charlie, you’ve had a long career in real
estate. Tell us a little about how you first got into the business.
Charlie Oppler: Next year will be my 40th year in real estate. I graduated college in 1980 and went to work for the March of Dimes. Our chapter created a fundraising event, and I met and recruited Joe Murphy (Murphy Realty Better Homes and Gardens) and Dick Schlott (Schlott, REALTORS®) to give their time and money to a sports awards dinner. They both told me, “You’d be great in real estate,” so I got my real estate license in 1981 and sold for three years for Murphy BH&G. In 1984, I took a job with Dick as an assistant manager, and in 1985, I was managing the third-largest division of close to 100 offices for him at 26 years old.
MP: What do you consider to be some of your biggest
milestones?
CO: From a recognition standpoint, being local president in 1996 of the Eastern Bergen County Board of REALTORS®, and in 2004, the president of the New Jersey REALTORS®. Then I would have to say getting to meet so many people on a national level was beyond what I expected in this business. One of the greatest milestones in my career, however, is that despite all the volunteer efforts at NAR, along with running a company, I still saw 125 out of 128 of my youngest son’s high school basketball games. In my way of thinking, milestones are not about my career—they’re about my family. Being able to celebrate the successes of my kids and grandchildren with my wife Geri is really the greatest reward.
MP: Tell us why your association involvement over the
years has been important to you, and what it will add to your role as president.
CO: When I first got involved locally, it was a chance to meet the real professionals in the business. When we started our company—Classic Realty with my partner Randy (Lyn Ketive)—in 1992, I knew I had to be more involved and visible to grow the company. Now, there are more challenges on a national level, but the responsibility and commitment is the same as it was in ’92. As NAR president, you’re part of a team. The title changes, but you’re still collaborating and making decisions as a group. And as a practitioner in the real estate business, it is critical to understand the issues, whether it’s legal, MLS policy, legislative or just day-today operational topics.
MP: What were some of the most important actions
NAR took to help REALTORS® sustain business during the pandemic?
CO: The four key things as I saw them were: 1.
2.
3.
4. Our lobbying and advocacy team made sure that real estate was declared essential.
We created a website so brokers and REALTORS® could get as much information about COVID relief as possible. We were able to meet with association executives and key people around the country more regularly because it didn’t involve travel, and we continued to operate as normal. We held our Budget and Finance meetings as scheduled. We had our Midyear Legislative meetings, our elections and our Board of Directors meeting virtually. We put the Right Tools, Right Now program into play. As members were spending time at home, they were able to get designation courses, certification courses and other programs from NAR at cost or for free. That’s a value of more than $21 million. And more than 300,000 members have partaken in one way, shape or form.
MP: How did you advocate for members and homeown-
ers during this time?
CO: In terms of advocacy, for the first time ever, independent contractors were eligible for SBA loans, unemployment, and paid sick and family leave. For consumers, we worked on mortgage forbearance measures. We also offered the telehealth program—31,000 members received health services at a reduced rate.
Last week (at press time), we met with the White House. There’s a moratorium on evictions, and 80 percent of investment companies are owned by mom-and-pops, not the big mega landlord. We’ve asked the White House to keep in mind that there are people who own buildings who will need assistance if they’re not getting rent.
MP: Overall, the real estate business has picked up sig-
nificantly. What do you believe lies ahead for the market as a whole?
CO: We have plenty of buyers, we have multiple offers, homes selling over asking price and three straight months of incredible gains. I think there are even more buyers in the pipeline. I have to think that interest rates will still sit around 3 percent, which helps first-time homebuyers. So I’m bullish. I think 2021 can be another strong year because of the pipeline.
MP: What will be your priorities as NAR President next
year?
CO: We’ve got to ensure that REALTORS® are the consumer’s best source of information. We also have to support every policy and program to facilitate property listings, data sharing and open markets. The more we use MLS systems, the more we use a cooperative and collaborative environment, the more it’s going to benefit the consumer. It ensures fair housing.
Another priority for me will be to expand housing equality and affordability. We’re already working on that with the fair housing plan we adopted long before the current social injustice issues, ACT: Accountability, Culture Change and Training. We want to help our members provide equal opportunity for all homebuyers, which enables people to build wealth. We want to help foster diverse, inclusive communities. And we’re going to put programs together to help attract a diverse, inclusive next generation of REALTORS®.
Additionally, we must continue to be leaders in giving back to our communities. Take the REALTOR® Relief Foundation—we’ve given out over $32 million in the last 19 years to help with mortgage assistance and rent payments, and families of REALTORS® who have suffered because of fires, hurricanes, tornadoes, earthquakes and flooding. Honoring the 20th anniversary of Sept. 11th, we’re going to have our first REALTOR® Relief Foundation Telethon. It falls back on everyone to support one and other.
MP: How might NAR’s priorities change based on the
outcome of the presidential election?
CO: We’ll continue to champion the same issues we always have. We’re going to press on tax incentives for homeownership, tax benefits for investment like the 1031 tax-free exchange, GSE reform, responsible regulation of mortgage finance...all the things we’ve always done, irrespective of who the winner is.
MP: How has the process of buying and selling a home
perhaps changed permanently?
CO: Consumer expectations continue to be more focused on better photos, better videos and more efficiency. I do think you’re going to see more remote services, whether it’s e-signature or online notarization, which NAR is pushing for in all 50 states. Realtor.com® just added a new tool to listings to help consumers better understand flood risk in an area. We know that things need to be streamlined even more to make sure our companies and associations stay leaders.
We worked with a research firm to find out if, during the pandemic, buyers and sellers were relying on a real estate professional. We found out that working with a REALTOR® is much more important to them than it was before. We want to make sure people take notice that we are leaders in our communities. RE
Get the Most Out of Yourself and Your Business
by Brian Buffini
As this challenging and intense year comes to a close, many agents are looking to establish more of a balance in 2021. When you find a balance between all of your endeavors, you can achieve phenomenal success without burning out. The key is to figure out how to maximize your time and energy in both your business and your life. Here are some small adjustments you can make in your routines right now to yield big results in the coming year.
Set Priorities
Effective time management is absolutely essential for success. Sit down and really take stock of how you spend your time. You might be surprised to see how much of your day is wasted on activities that are not generating income, such as surfing online or running errands. To accomplish more, list all of your priorities, putting them in order from least to most important. You should cover all the major areas of life: spiritual, family, business, financial and personal. How are you doing in each area? Are you wasting precious hours on pointless tasks that drain you of energy and focus? If so, it’s time to eliminate these nonessentials. You must devote the bulk of your day to the things that matter most.
Be Intentional With Your Energy
We all have limited resources of time and energy, so it’s crucial that we’re intentional with our reserves. Think of your time as a jar, and put the top priorities, such as appointments with qualified buyers and sellers, in first. Everything else is secondary. By scheduling these essential activities first, you will protect them from the so-called “urgent” fires that break out and distract you during the day. Don’t focus on how packed your schedule is; focus on how efficiently you can tackle these nonnegotiable tasks and get them ticked off your list. A top tip is to put your phone on airplane mode when you’re in the zone.
Leave Room for Growth
When you feed your mind, you feed the desire that we all have for growth and improvement, and you become more fulfilled and confident as a result. We’re all better when we’re growing, so set aside a dedicated hour or two a week for learning. You could brush up on a business skill, tackle a new hobby or listen to a motivational podcast. As Benjamin Franklin once said, “An investment in knowledge pays the best interest.”
Relax and Recharge
Self-care is vital to achieving balance. Don’t feel guilty for taking care of yourself. You need to fill your own tank first before you can help others. Take time to refresh and recharge every day. You could start your morning with a walk or a quiet meditation to focus on gratitude, goals and inspiration, for example. During the day, plan short time-outs to take a quick breather and reset between tasks or appointments. Finally, use the weekend to relax as much as possible so you can get after it again with energy and passion on Monday morning.
If you want to be less stressed and more productive, commit to a real estate training program that teaches how to build a business that lasts while achieving balance. The Pathway to Mastery®— Essentials is a great start. Find out more today. RE
Brian Buffini immigrated to San Diego from Ireland in 1986 and became a top-performing REALTOR®. He then founded Buffini & Company to share his powerful lead-generation system. Buffini & Company has trained more than 3 million people in 37 countries and coaches more than 25,000 business pros. Today, Brian’s a New York Times best-selling author and reaches over 8 million listeners a year through “The Brian Buffini Show” podcast. For more, visit buffiniandcompany.com.
