Breaking Boundaries: The Art of Selling Beyond Conventional Training

Did you ever have any formal sales training?

I’ve attended a few sales training courses offered by different companies. Honestly, I’ve never been one to sit through formal courses. Real estate, for me, doesn’t fit the typical sales model. It’s a multifaceted skill set. You need to excel in marketing, building relationships, networking, and have a methodical approach. You have to present your case, deliver a compelling presentation, and then seal the deal. When I started in real estate, I found I was good at closing contracts, but I lacked in the methodical aspects like research, data analysis, and presenting evidence per square foot. I was more focused on the process of closing deals. So, I made an effort to improve in those areas, and it has served me well. I’ve attended seminars like Tony Robbins’ ‘Unleash the Power Within’ and completed Jordan Belfort’s sales training course, among others. I really enjoy the art of selling.

It’s funny, I’ve read a bit about sales but never taken a course. In conversations, friends joke about me being a natural salesman, but I don’t see myself that way. My strength lies in building relationships and truly believing in what I sell. I’ve never peddled something I didn’t genuinely endorse. For me, building trust and passion for what I do are the keys to success.

I couldn’t agree more. The days of the quick, high-pressure sales tactic, like those infamous double glazing pitches, seem to be fading. Selling a product or service of substantial value, such as real estate, requires a different approach. For instance, when you’re negotiating a contract worth millions, like listing a house for £2 million with a commission of £50,000, trust and likability play a crucial role. Without trust, no amount of persuasion can secure the deal. Moreover, the process must be clear and convincing. Merely listing features won’t cut it; clients need to understand how each aspect benefits them personally. It’s about demonstrating the value proposition in tangible terms. For example, explaining how a comprehensive marketing strategy will attract more buyers than traditional methods, coupled with expert negotiation skills, can justify a higher commission fee. Clients see the added value and are willing to pay for it. Ultimately, it’s about conveying the ‘so what’ factor—how the process will effectively sell their property for the best possible price. When clients grasp this, they readily agree to the commission fee, understanding the benefits it brings.

In the UK, you charge two and a half percent for your services. How do you manage to do that in an industry where competition typically drives prices down?

Yeah, that’s a fantastic question, and it’s something we prioritise heavily in our training at the company. To put it simply, when it comes to selling arguably your most significant asset, you need someone who’s highly skilled to ensure the best outcome. Anyone can claim to be the best estate agent, but it’s about demonstrating your expertise, your track record, and the results your business can deliver. It’s also about having a clear process in place. For us, it’s not just about making a quick sale. We focus on attracting leads through social media and property portals, creating various forms of content to engage potential buyers. Then, we orchestrate competitive environments, like open houses, to drive multiple buyers to the property. Our approach has yielded impressive results. We’ve successfully sold properties that were previously on the market for years with other agents. Our process involves meticulous pricing and marketing strategies, resulting in multiple offers within weeks, compared to months with other agents. This level of service comes at a cost of two and a half percent. 

Will your service ultimately fetch me a higher price, essentially balancing out the additional commission?

I always consider the additional commission in terms of its value, especially when we’re talking about a property worth £1,000,000. £15,000 may seem like a small sum in comparison, but it’s crucial to understand the bigger picture. Interestingly, the process involved in selling with a High Street agent or someone of similar skill level often lacks the strategic approach needed to maximise your property’s value. While you may believe you’re saving £15,000 on the fee, you could end up losing a significant percentage of your property’s worth due to this oversight. Our approach, on the other hand, is based on a measurable strategy that yields tangible results. We have countless case studies demonstrating the success of our methods. Not only do we provide a top-tier process, but we also offer the expertise of the best negotiators in the industry. Consider this scenario: if someone offers £950,000 for your property, would you settle for less? With multiple offers on the table, we ensure that your property sells for its maximum potential. In essence, we don’t just promise to sell your home; we guarantee to secure the best possible price the market can offer. It’s a commitment we stand firmly behind.

Have you considered the significant impact of commission rates, especially when comparing the lower UK rates to the higher American rates, and how it affects an agent’s earnings as property values increase?

What I’ve noticed is that this process isn’t just about safeguarding the owner’s interests; it’s also about protecting the integrity of the agent handling the transaction. Let’s consider a scenario where I bring an owner a single viewing in three weeks, resulting in an offer of £940,000 for a property valued around £1,000,000. In such cases, my credibility in the negotiation process is understandably questioned by the owner. They might consider exploring other options, going multi-agency, for instance. However, when we implement a robust process, we can present concrete data to support our actions. We can demonstrate that the property has garnered significant attention, with thousands of views across various platforms and numerous inquiries and visits. We provide detailed feedback from potential buyers, including their comparisons with similar properties and their reasons for offering certain prices. As we navigate through the offers, we meticulously present each bid, highlighting the strengths and rationale behind them. We ensure that our presentation is not merely an offer but a comprehensive case supported by substantial evidence. Ultimately, our approach holds significant weight, empowering us to confidently engage with the owner and affirm that we’ve diligently fulfilled our responsibilities. Now, the decision lies in their hands.

Do you specialise in a specific geographical area or target a particular price range?

I’d say so. Our typical sale falls around the £1.5 million mark, although we’ve handled properties ranging from seven to ten million recently. We don’t actively seek out properties in the lower price range, but if they come our way, we’re more than capable of selling them. Generally, we don’t actively pursue listings under the £800,000 to £900,000 range.

Let’s take a step back. After your release from prison, you began working for an estate agent while still wearing your electronic tag. Could you walk us through when your tag was removed and when you decided to venture into your own business?

If the company had met my expectations, I might still be there. However, my innovative use of social media, especially property tools and walkthroughs, garnered attention in the luxury property market. As my Instagram presence grew, inquiries flooded in from across Prime and Super Prime London. Yet, the company restricted me to a specific North London area, stifling my expansion plans. Frustrated by their limitations, I decided to create my solution. Leveraging my social media presence, I formed a small team to operate in various London areas. Within six months, our team grew to over 100 agents, driven by the desire for flexibility and association with a true luxury real estate brand. Our success attracted the attention of several production companies planning a property TV show in the UK. Eventually, we partnered with one, airing our program on Channel 4, amplifying our visibility and growth.

How long did the show run?

How long did the show last? Well, it only ran for three episodes. Surprisingly, it gained significant traction, boasting high viewership numbers and generating buzz on social media. My presence in various newspaper articles also helped boost its popularity. However, despite its promising start, the show faced an unexpected setback. The original producer, who was a fan of the show’s direction, left the project. The reins were then handed over to someone who didn’t quite align with the vision, resulting in a sudden shift of the show’s time slot to midnight. Sadly, this change in direction led to the abrupt end of the series.

Was it just you featured on the show, or did it also include other estate agents?

No, it was just our company. The show depicted our journey as a disruptive agency, aggressively prospecting luxury homes and areas in the UK. We showcased individuals earning substantial commissions, ranging from £20,000 to £50,000 per month, achieving impressive sales figures. The show highlighted a dynamic group of young and glamorous individuals, with me leading as the assertive real estate salesperson. This exposure garnered both positive and negative press attention.

What was the immediate impact on your business after the show aired? Many believe TV exposure can be life-changing, akin to having a celebrity endorse their brand. However, in my experience, it often leads to a temporary spike rather than significant change. How did the show affect your business in the days following its airing?

Was the response overwhelming? It’s an excellent question because I share your perspective. I cautioned everyone involved not to anticipate life-altering changes from the show. It was about garnering publicity. I deliberately portrayed myself as controversial to generate headlines and industry chatter. We did receive substantial press coverage, enhancing our visibility. However, our success wasn’t solely reliant on the show. Our active social media presence and disruptive approach already positioned us as a notable player in the industry. The show amplified our brand, but it wasn’t our sole strategy for growth. Despite its impact, the decision-makers didn’t see us fitting their vision for future seasons, a decision I believe overlooked valuable content opportunities.

Given your involvement in the social media realm, have you ever considered producing content yourself?

The rapid growth we’ve witnessed in Dubai is truly remarkable. In just six to seven months, we’ve assembled a team of 40 agents, and they’re achieving remarkable results. Similarly, the UK market is thriving. While I’m open to the idea of producing a show, it’s crucial to partner with the right production company. Frankly, I’ve been underwhelmed by some of the property shows that have emerged from Dubai. They often lack edge and personality, which are essential for engaging television. After the success of “Selling Sunset,” it became evident that capturing viewers’ attention in property shows is challenging. That’s why I was adamant about getting our show out first, to avoid being overshadowed by imitations. Unfortunately, some other shows that followed were uninspiring, lacking in both excitement and substance. As someone familiar with many of the agents featured, I can attest that their on-screen personas didn’t reflect their real estate prowess or the captivating moments that ended up on the cutting room floor.

When you initially started your own business, did you implement the two and a half percent commission model that you use now, or has the business evolved and adapted along the way?

To be frank, in the beginning, we took whatever opportunities came our way without any gloss. If there was a £400,000 house in East London, we’d go for it at a 1% commission rate. Our main focus was simply to get things moving and expand our reach across London and its environs. About four or five months in, I gathered everyone and outlined our plan: we were pivoting towards the luxury market, no ifs or buts. Initially, I allowed everyone to gain some experience, but then I made it clear: we were shifting towards handling properties valued at over £800,000, adopting a two and a half percent commission model for phase two. Plus, we introduced a £1,000 upfront fee for marketing.

Did implementing these changes turn some agents away? Did they feel it was a step too far?

Many people pushed back against the idea of charging more than the standard 1% commission fee, citing that “everyone charges 1%” in their area. However, I argued that this was a common scenario across all areas. I emphasised the importance of conveying why someone should pay 150% more and what added value they would receive. Despite this objection being common, I’ve become accustomed to it. I vividly recall laughing at the notion of selling a million-pound house for just ten grand. It seemed absurd. In my opinion, charging 2.5% is already a great deal; I believe it should be 5%.

1% commission just doesn’t make sense for a sustainable business model. And rentals? Even worse. After accounting for letting costs, which are around 5%, and management fees, it’s hard to see how anyone can stay afloat with those rates.

It’s remarkable because there was this push within our company to delve into lettings. I succumbed and hired an expert in the field, only to see paltry profits of £50 or £80. It simply wasn’t sustainable. Spending hundreds on a single lunch, I realised we’d need around a thousand properties and 50 staff just to make it worthwhile. Our unique approach at Tyron Ash  Real Estate involves heavy investment in automation and connectivity, rather than traditional brick-and-mortar offices. This strategic choice allows us to forgo lettings, which, in many agencies, serve as a quick cash injection to cover operational costs. In reality, the bulk of revenue in real estate comes from sales, with lettings often contributing a mere fraction of the total earnings.

So, in the UK, do your agents work on a commission-only basis? And are they independent agents or more like franchisees under your brand’s rules?

Yes, they operate under the umbrella and adhere to the rules of Tyron Ash International. Each agent has their own personal brand, in partnership with Tyron Ash International, operating under a 50/50 revenue split. We provide training, CRM systems, marketing platforms, and even produce content for them to help grow their personal brands.

Do you also supply them with leads?

In terms of leads, it’s quite a diverse landscape. We leverage a database of 40,000 to 50,000 contacts, which agents can tap into for potential leads, whether it’s reaching out to vendors or scheduling appraisals. Additionally, there’s a strong emphasis on proactive measures like door-knocking and aggressive prospecting, particularly in the UK, to secure listings. Moreover, we allocate incoming leads generated by the business, including market appraisal requests and inquiries from potential buyers, ensuring a steady stream of opportunities. The same principles apply to our operations in Dubai.

Is there an equal distribution of leads among agents, or is there a variation in commission split when a lead is provided?

So, essentially, agents receive leads regardless, and the commission split remains 50/50. However, if an agent is inactive, they won’t receive any leads. It’s those who are actively engaged and putting in the effort who receive leads, even if they haven’t generated significant revenue yet.

What’s the average income for your agents, and how long does it typically take them to reach that level?

I would say people in the first year earn around 80 to £150,000 who work, with around 70-80% of that income generated in the latter six months. It often takes some time to establish credibility and reputation within the brand.

What’s your top agent earning?

We have several agents who are on track to clear half a million pounds this year, and some are even aiming for the million mark.

How do you persuade top earners to stay with the company rather than venture out on their own when they have the means to invest in their own business?

It’s a great question, and it really comes down to the path you want to take. When I was earning well as an agent, I was doing what I loved—listing and selling houses—not managing a business. Transitioning to ownership means becoming operational: handling HR, recruitment, bills, and other less enjoyable tasks. You move away from what you’re good at. There’s a 12-month non-compete in our business, so they must honour that first. Ultimately, it’s about choosing your route. Some top agents prefer to stay within a brokerage, focusing solely on listing and selling homes. They avoid the operational side, allowing them and their teams to excel in sales. For those ready for the next step, we offer a second stage: becoming a senior partner. These experienced agents run their own teams within the company, leading recruitment, holding meetings, and overseeing operations. They receive profit sharing from their team’s success, essentially running a business within the company.

How does someone qualify for the senior partner role? Is it based on their sales performance?

The qualification process for the senior partner role used to be more rigid, but now it’s based on judgement. Firstly, we consider if they’re in the right geographical area. Secondly, we assess their performance trajectory. Even if they haven’t reached the target yet, if they’re consistently performing or on track to hit it, they’re considered. Ultimately, we often approach them before they approach us.

What’s the most expensive house you’ve ever sold back in the UK?

The highest we’ve done is 12 million. We’ve had several at eight and nine million, and then a significant number at five, four, and six million.

Does the increasing price make them significantly more challenging or different to sell?

When it comes to high-end properties, such as those priced at £10 million or above, the dynamics of the market shift significantly. Unlike lower-priced properties, there isn’t a long queue of potential buyers waiting in line. Instead, the focus shifts to finding that perfect match between buyer and property, often on a one-to-one basis. In places like Dubai, where the luxury property market is thriving, homes priced over the £7 million mark are often sold discreetly through platforms like WhatsApp. Privacy becomes paramount for sellers of multi-million-pound estates, with many preferring to keep their properties off public listing platforms and social media channels. While some may choose to advertise their homes, others opt for a more discreet approach, reflecting the cultural norms of the region. On the other hand, in the UK, high-end properties are typically listed on various platforms, and sellers may be more willing to wait for the right buyer to come along. However, the key remains in understanding where the potential buyer is coming from. Often, it only takes one viewing for the right buyer to make an offer, and sellers are prepared to seal the deal on the spot.

You mentioned Property Finder and Dubai. How long have you been in this city? And what initially brought you here?

Yes, I’ve been in Dubai for around 12 months now, just hit that mark this month. Our business has been live for about seven months. The decision to come over here was quite natural as it aligned with the expansion plans for our business. Our commission-based model is similar to what’s common here in Dubai. Additionally, I found myself visiting the city quite frequently, about four times a year. Over time, I started receiving inquiries from people asking if we were planning to open in Dubai and expressing interest in working with us here. With all these factors combined, it felt like the right move to make. So, before I knew it, I found myself on a one-way flight here, launching the business, and thinking, “What’s actually happening?”

Given your experience transitioning from the UK to Dubai, have you encountered any notable cultural differences, particularly in terms of business practices and models? 

Transitioning into the Dubai real estate scene is remarkably smooth, especially given the similarity in commission structures. However, the operational practices of Dubai agencies closely resemble those in the UK, despite the absence of traditional high street offices. We’ve been inundated with interviews this week, with around 50 real estate brokers expressing interest in joining Townhouse International in Dubai. The driving force behind this influx lies in the restrictive practices of other companies. Brokers are often confined to specific areas, limiting their ability to pursue lucrative opportunities outside their designated zones. For instance, a broker operating in one area might stumble upon a promising listing in another location. However, they’re prohibited from pursuing it themselves and are required to refer the client to a different agent. This system results in brokers receiving only a fraction of the earnings when the property eventually sells. Many brokers are growing disillusioned with these limitations, prompting them to seek opportunities with us.

Doesn’t it seem illogical to force salespeople to cultivate relationships only to pass them off to others? After all, clients prefer dealing with agents they know and trust. If they’re referred elsewhere, wouldn’t they rather find a new agent themselves?

It’s absurd how the system compels salespeople to invest heavily in client relationships, only to pass them off later. Finding clients ready to do business is challenging enough. Agents possess the skills to meet various needs, whether it’s selling a $5 million property or a $50 million one. In Dubai, with its concentrated wealth, agents should prioritise serving clients over specialising in specific areas.

Now let’s explore the Dubai market’s allure as an investment destination. Where do you see its trajectory heading, and what factors have contributed to its current prominence?

One aspect I delved into during my research was not just the potential for profitability in Dubai, but the specific avenues through which one can achieve financial success. It’s not uncommon to hear stories of individuals who made significant gains simply by purchasing land or properties and waiting for their value to soar. However, the real expertise lies in identifying where future growth opportunities lie. Those who possess a deep understanding of the market can pinpoint upcoming phases of development, anticipate new infrastructure projects, and identify emerging attractions. By investing in real estate early in these areas, investors stand to benefit greatly from the subsequent surge in property values. In our advisory capacity, we prioritise guiding individuals towards these strategic investment opportunities. Amidst the vast expanse of towering structures that characterise Dubai’s skyline, our focus narrows down to a select few areas where we can confidently predict substantial returns on investment. It’s all about instilling trust and credibility by providing evidence-backed insights into the potential financial gains awaiting investors in specific locations.

What’s the current state of the market? Recently, there’s been chatter about a shift, particularly at the higher end. It seems that selling properties at the top tier has become more challenging, with buyers showing less assertiveness.

Buyers are showing less aggressiveness lately. It seems there’s a bit of stagnation in the market’s volatility. Previously, there was a rush of Russian investment flooding in, but now it’s less prevalent. Dubai’s market is evolving, moving away from the one-size-fits-all off-plan approach. Instead, we’re seeing the development of diverse communities with essential amenities like schools. This shift stabilises the top end of the market, fostering a more sustainable growth trajectory. Areas like the Palm have seen prices plateau after continuous climbs. Meanwhile, newer projects like Emaar Beachfront have experienced spikes in value, offering lucrative opportunities for investors, albeit not universally across the market.

Could Dubai’s knack for consistently introducing new narratives and developments sustain its real estate market and investor confidence, despite concerns about rising prices?

One of the compelling aspects of Dubai is its ongoing development, with numerous projects underway and even more planned for the future. From ambitious architectural endeavours to expensive infrastructure projects like the al-Maktoum Airport, the city’s growth trajectory seems boundless. And with surprises like the upcoming Ras al Khaimah casino island, which promises to rival Las Vegas in scale, one can’t help but wonder what other exciting developments lie ahead.

Let’s delve into the topic of personal branding. It’s clear that you have cultivated a strong personal brand, evident from your expertise and the way you impart this knowledge to your agents. For those who haven’t fully embraced the concept yet, why should they consider it? What advantages come with developing a robust personal brand?

Building a personal brand takes time and patience, often without immediate rewards. It’s about gradually earning trust and credibility with your audience and the businesses you represent. While it may not seem obvious at first, positive feedback from people who appreciate your content and business efforts is a testament to this trust. This trust can open doors to future opportunities and referrals. Your online presence, especially on platforms like social media, serves as a digital resume, offering insights into your personality, interests, and achievements. What’s interesting is that social media provides a transparent view of individuals, often more revealing than face-to-face interactions. A quick glance at someone’s Instagram feed, for example, can offer a comprehensive snapshot of their lifestyle, values, and professional pursuits.

One aspect often overlooked in personal branding is that everyone already has a personal brand, whether they actively cultivate it or not. When someone says they’re not interested in personal branding, they fail to recognize that their personal brand exists regardless—it’s just a matter of whether they choose to enhance and amplify it.

Similarly, when people say they dislike making videos or being on camera, it’s a sentiment shared by many. However, the reality is that you do it not because you want to, but because it’s essential. Often, anything worth achieving requires stepping out of one’s comfort zone and embracing tasks that may not be inherently enjoyable. It’s about recognizing the necessity of certain actions in the pursuit of larger goals, even if they don’t align with personal preferences.

I have zero tolerance for those who fail to recognize the benefits of personal branding. In our business, it’s non-negotiable. Agents must engage with social media, build their personal brand, and connect with their audience. Why? Because clients need to know they’re aligned with a reputable business. While we’ve established credibility with our track record, what about the individual agent? Clients will research them too. If they find a robust online presence showcasing market knowledge, success stories, and professional achievements, they’re more likely to engage. Conversely, a lacklustre online profile won’t cut it in today’s competitive market.

Would you consider individuals completely new to real estate if they’re willing to commit to your program and learn from an expert? Or do you prefer candidates with some level of prior experience before they join?

Some of our greatest success stories in the business come from individuals with zero prior experience in real estate. Interestingly, too much experience can sometimes hinder progress, as seasoned professionals may be resistant to new strategies or principles. It’s frustrating when discussions about the importance of social media detract from the actual results it can yield. What we’re really seeking in candidates is the right personality and mindset, rather than a specific level of experience. If someone is enthusiastic, proactive, and eager to learn, they’re likely to excel in our environment. Ultimately, we value a strong work ethic and the right attitude over raw skills.

Are there any restrictions on what your agents can do, especially concerning building their personal brand? For instance, if I were to join as an agent, would I be permitted to host my own podcast?

As long as agents operate under our brand and within their allotted time, there are no restrictions. In fact, the more they do to build their personal brand, the better. We have agents who’ve been featured in newspapers, hosted podcasts, and created property content. There are absolutely no limitations. In real estate, it’s not about high-volume sales; it’s about building trust with potential clients. Whether it’s through property content or client experiences, multiple interactions help establish trust. We support and encourage agents to contribute to their personal brand as it benefits everyone involved.