How I Fixed My Broken Real Estate Business Model

By Andy Mulholland

He has a background in leading a top real estate team for over a decade and an understanding of the critical role of clear financials, Andy, along with his wife Ellyn, a seasoned real estate CFO, co-founded Simple-Numbers.

I recently was interviewed by The Real Estate Team OS about the struggles many team leaders face in the industry. After years in the industry, I realized that every real estate team model comes with its unique systems, roles, and associated costs, and choosing the wrong one will always result in a loss of profit. If your real estate team isn’t growing, this could be the reason why.

Many real estate team leaders struggle because they start building without a clear model. You bring on agents, share resources, and hope everything clicks. But then growth slows, profits stall, and it starts to feel like you’re carrying the whole business on your back. I’ve seen this happen far too often, including in my own journey.

Today, I’ll break down the root of the problem, the models that actually work, and what you should be focusing on next.

The core issue is a lack of structure. Without a defined model, you can’t build a profitable or scalable business. When the foundation is unclear, everything else becomes harder. Hiring, compensation, accountability, and long-term planning all suffer as a result. You end up with a group of people working under the same name, but not moving in the same direction.

The common models. Most teams fall into one of three models:

• Traditional team. This is a collection of agents sharing tools and admin support. Each person runs their book of business. The team leader may offer some guidance, but overall, the structure is loose.
• High-performance team. This is a tightly run operation. Everyone moves in sync. Roles are clearly defined. Systems are shared. Decisions are aligned. It operates like a Navy SEAL unit. When one person shifts, the whole team adjusts.
• Shark and feeder fish. This model centers around one high-producing agent. The rest of the team benefits from that person’s production. They handle overflow or pick up smaller leads, but the business depends on the lead agent to drive volume.

Each of these models has its place. None are wrong. But each requires a different approach to economics, structure, and team management. What works for a Navy Seal model will not work for a feeder fish setup. You need to pick one and build the systems to match.

Why is this important? This matters if you want your business to grow without relying on your production. Many leaders claim they want freedom, but their organizational structure ensures they remain tied to the next deal. If you cannot step away from production without losing profit, you have a job, not a business.

A clear model is the solution. Everything changed for me once I got clear on my model because it gave me direction and the clarity I needed to achieve what I want for my business. I can hire the right people, build the right systems, and delegate the tasks properly. If your team feels stuck, go back to the foundation. Start with your model. Decide what kind of team you want to run. Then build around it.

Building a real estate business is hard if you don’t have a clear direction. However, once you determine the model that works for you, everything will fall into place. If you want help thinking it through or you have questions, feel free to schedule a strategy session with me today, and I’d be happy to give you the clarity you need.