opportunities sit, who needs training, and where deals stall.“It lets us coach in real time and protect our flow,” Sherwood says. CULTURE AS OPERATING SYSTEM Sherwood returns to one idea again and again: culture is the most important thing. Freedom’s hubs concentrate motivated producers; HQ concentrates the support functions. That separation, plus transparency from the platform, helps keep standards high. Like any people-heavy business, scaling means guarding the locker room. “The wrong people can really affect things,” Sherwood says. “We’ve had strong earners who were negative influences—when they left, others stepped up. No one is bigger than the brand.” It’s a mindset borrowed from elite sport: move a star and a system can still win if the pipeline is healthy and the coaching is right. Today, Freedom counts 62 agents, plus 10–15 buyer managers/lead qualifiers who are training to become agents. With HQ, marketing, rentals, and support, the brand sits at around 100 people and growing. MARKETS IN MOTION: BRISBANE TO DARWIN Freedom’s footprint is anchored in Southeast Queensland, with Brisbane’s momentum—and the drumbeat of major infrastructure—creating strong demand and a “really good buzz.” The company also runs a large, high-performing office in Darwin, where families can still find quality homes under the $600– 700K range, keeping activity brisk. That demand environment doesn’t blunt competition. Sherwood is candid about an industry pressure point: commoditization from part-time or discount operators. “Some agents will tell sellers whatever they need to hear,” he says. “Lower the commission, skip the marketing—and it can cost the client in the 6 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 10
RkJQdWJsaXNoZXIy MTI5MjAx