Welcome to the Spring/Summer 2024 edition of the Growth & Scale Report. As the landscape of real estate continues to evolve, the concepts of Growth and Scale remain paramount. In this issue, we dive deeper into these topics, exploring how they shape the trajectory of organizations in the title and escrow industry.

Yet, in the fast-paced world of title and escrow, where Wire Fraud Prevention, RESPA laws, and legal policies often take center stage, it's easy to overlook the broader conversations these concepts can foster.

GROWTH & SCALE IS ALL ABOUT THE OVERLAP

The Growth & Scale Report aims to provide a platform for these conversations, inviting readers to explore other dimensions of their businesses such as innovative marketing techniques, sales strategies, visionary leadership approaches, and emerging market opportunities that drive growth.

Simultaneously, we dive into the science of scaling, highlighting tools, technologies, and methodologies that optimize operations and enhance efficiency.

We believe amazing things can happen in a business when these two things overlap.

SAY "HELLO"

In this issue, we shine a spotlight on industry experts who embody the spirit of growing and scaling, both in their professional and personal lives. You might recognize some of the names and faces, while others may be new to you. In that case, we hope this introduction allows you the opportunity to say “hello” the next time you see them at a conference or online - because this industry is family - and we are all in this together.

Whether you're a seasoned industry veteran or new to the world of title and escrow, our hope is to equip you with insights to help you craft your own success story. Here's to growth, scale, and the success that follows,

Paul Stine & Bill Svoboda

In the fast-paced world of business, the term "customer experience" can often be heard in boardrooms and meetings. But beyond the buzzword lies a fundamental question: How can companies truly prioritize customers if they fail to prioritize their own people?

Meet Lindsay Smith, a seasoned title and escrow professional with over 20 years in the industry. But to confine Lindsay's role to the industry alone would be an oversight; she is the architect of a cultural revolution within companies and organizations alike.

Throughout her over 500,000 miles flown in the last decade, she has had a first class view of team members, partners, customers and the things that drive - and don’t drive - them. What she identified was that overall allegiance lies not with the corporate entity or the organization but with their own personal brands that those entities and organizations allow for them to foster.

But how did Lindsay stumble upon this revelation?

It began with a simple yet profound gesture - the ordering of mugs for her team over a decade ago.

In a stroke of brilliance, Lindsay recognized that amidst the clamor of corporate branding (something most have spent a lot of time and money on), the individual team member’s voice often gets drowned.

So, she orchestrated a paradigm shift: rather than imprinting the company logo on the mugs, she chose to inscribe the initials of each recipient. Little did she know that this seemingly insignificant act would sow the seeds of a cultural metamorphosis.

Dale Carnegie's timeless wisdom, "A person’s name is to that person, the sweetest and most important sound in any language," echoed in Lindsay's mind as she embarked on her mission. By bestowing upon her team members the gift of personalization, Lindsay ignited a spark that reverberated through the corridors of the organization for years to come. The proof? The mugs are still used - today - by team members who received them.

But Lindsay's vision extended far beyond mere mugs; it permeated every aspect of the business. She understood that genuine value resides in experiences and personalized moments not branded possessions.

As a member of the COO Alliance, Lindsay recognized that the well intended keychains and business card holders didn’t connect with the members. As such, she connected with their founder Cameron Herold and shared with him opportunities to better celebrate the members that make the group special. At the next meeting, custom Yeti Mugs were gifted, complete with the members’ initials. Then at the next, a board breaking and fire walking experience that left the members with memories for a lifetime.

COVID CREATED NEW OPPORTUNITIES FOR CUSTOMIZATION

During the COVID-19 pandemic, tensions were high, and the industry was overwhelmed with business. Lindsay identified a need for familial connections and a gesture to show the teams that their families were part of the success of the team members. She orchestrated a series of personalized gift boxes sent home to every single employee.

These included items such as personalized Otterbox mugs with each family member’s initials and all the fixings for hot chocolate and cookie baking, DIY homemade pizza night packs, Cinco de Mayo themed taco kits, or the famous Luau in a box (complete with custom embroidered beach towels with each team member and their family member’s initials).

While it would have been easier to send gift cards or company branded swag, Lindsay knew that those items wouldn’t create an experience that would long be remembered by the recipients.

EXPERIENCES CREATE FEELINGS THAT LAST

Mya Angelou said “People will forget what you said. People will forget what you do. But people will never forget how you made them feel.” Lindsay takes this to the next level focusing on every element. If she can make people feel like they are in a first class environment - as a team member or a client - the rest will follow.

So, what lessons can leaders who want to elevate their company and organizational culture take from Lindsay's story?

First, prioritize personalization. Small gestures, such as personalized gifts, can profoundly impact team morale and culture.

Second, place a premium value on experiences. Invest in creating meaningful moments that resonate with individuals on a personal level.

And last, but not least, genuinely care for your team: Prioritize employee well-being and growth, recognizing that their satisfaction directly influences company success.

From Lindsay, we learn that the foundation of exceptional customer experience lies in exceptional team experience - that can’t be replicated in the organization or the company next door.

In business, there is always tension between the desire to expand, and the necessity for structure and systems. If a leader is not keenly aware of both of these aspects and fails to navigate the sweet spot in the middle, it can be detrimental to the company's potential.

"No one wants to be the person who caused the problem," says Randy Rempp, CEO of Meridian Title in Indiana and Michigan, reflecting on tension and his experience purchasing a family-operated title company in March 2021. "In fact, most problems could be avoided if the company had the right guardrails and feedback loop to ensure the success of its team; but a lot of companies aren’t thinking of growth and systems"

Implementing guardrails in a business was a concept Randy was familiar with, having previously taken over a financial services company in 2011, doubling its revenue and improving EBITDA by $7M over a six-year period.

However, this was before his entry into the world of title and escrow. Could the same strategy work in an industry that prides itself on having processes, but where most people are constantly putting out fires and dealing with one-off customer issues all day?

That was what Randy was about to find out in March 2021.

INTRODUCTION TO TITLE

Everyone has a unique story of how they entered the title and escrow industry. In most cases, individuals are not even aware of the industry's existence, but through chance or fate, the industry finds them and invites them on an unexpected journey.

Randy grew up in South Dakota and then moved out east for college, only to return to the Midwest to graduate from the University of Minnesota with a law degree. After joining a large insurance company as in-house legal counsel, Randy quickly rose to lead the company. He eventually left to fulfill a dream of owning and operating a company. So, he set his sights on raising a Search Fund to find and acquire an already great operating company, which led to the purchase of Meridian Title in Indiana.

After a multi-year search and a lengthy acquisition process, Randy purchased Meridian Title, which had all the pieces needed to continue building on a great company. The initial phase involved forming a unified leadership team, enabling multiple stakeholders to contribute to the decision-making process within the company.

INTRODUCTION TO GUARDRAILS

Growth was great for everyone in the title industry in 2021, but “market share growth was harder than expected," remarks Randy, reflecting on those times. "We had built the largest title agency in Indiana based on service, which is great until a key person is out for two weeks, or a process breaks and isn’t communicated to the right people. Then, it all breaks down." But how could a new CEO partner with the leadership team to continue to build the culture and implement scalable systems?

To do so, Randy and the team, including industry veteran, Terri Lawson, Meridian’s COO, instituted 3 key guardrails that can serve as models for other businesses that are looking to grow and scale:

Financial Guardrails

In terms of finances, they discovered 300 unused software licenses, prompting a more thorough review of expenses and the implementation of a detailed 12-month budget. "We needed our team to understand finances and have tools for reporting, identifying issues and individual accountability," he emphasizes. “It is tough to achieve a goal or hit a metric, if you don’t know what it is.”

Customer Experience Guardrails

It’s easy to go through the motions in business. Failing to talk about what isn’t working can create long term damage to a business’s reputation. Recognizing the lack of a feedback loop between sales and operations, Meridian introduced a simple text survey at the end of every closing, which was well-received and identified areas for improvement.

They also implemented EOS, the Entrepreneurial Operation System, that helps facilitate better communication throughout the organization at all levels and helps them identify areas of opportunity.

Customer Service Guardrails

Real estate is a hyper local and intensely relationship driven business, and to provide quality and service in a personalized way to real estate agents of all sizes it requires scalable solutions and services that don’t become depersonalized.

Meridian knew this business couldn't operate on a 1-to-1 service model. "We want to work with real estate agents of all sizes that want 'reliability and service all the time'" he asserts. “That meant we had to have teams of people to work with our agents, in order to provide reliability and consistency, regardless of who was in the office that day.”

The move from a 1-to-1 service model was key to growth, but it is an evolution and not a revolution. It requires tweaking and adaptation, because as Randy puts it, “growth requires systems, and systems are not people, but our people are Meridian Title and need to be able to service the client within a system” Building on Meridian’s scalable processes for their people to follow was key to their success.

Ultimately, Randy's experience proves the importance of balancing growth with structure and systems. Laying out guardrails is the key to achieving both. Having an operating system for managing the business, along with ensuring you have the right people in the right seats, is key to growing while maintaining service in an industry that is based on relationships.

Amidst the rolling plains and wide-open skies, Brian Pitman, CEO and co-founder of Independence Title, embarks on an annual odyssey unlike any other. While country songs often immortalize the journeys of cowboys and travelers, Brian's trek across the Lone Star State to visit team members from his 80 offices has yet to be sung about.

If ever there were a tune to be composed about such a venture, Brian Pitman would surely be its protagonist.

"Each of our 80 offices has its own unique personality," remarks Brian, his voice carrying the warmth of Texas hospitality. "With a name like Independence, it's only fitting that each office embodies its own character. But it's my responsibility to weave these individual threads together and ensure everyone is aligned with our shared vision."

This annual pilgrimage sees Brian embark on an 11-day journey, crisscrossing Texas to host 10 sessions with escrow assistants from his diverse array of offices.

"I logged 1,480 work miles on my truck because I want to connect with the folks who are the backbone of our operations," explains Brian, his eyes reflecting a deep sense of purpose. "Often, these hardworking individuals are so immersed in their day-to-day tasks that they may lose sight of the bigger picture. Amidst the constant flux of our industry and the world at large, it's crucial that everyone feels connected to our overarching mission."

ZERO TO NINETY… AND BEYOND

Brian's journey epitomizes his embrace of growth and adaptation.

Just 90 days after co-founding Independence Title in 2005, the company boasted eight offices and a team of 100 employees. To sustain this rapid expansion, Brian recognized the need for a delicate balance between strategic foresight and operational agility.

He prioritized cultivating a culture of camaraderie, trust, and support, ensuring that every member of his team felt valued and empowered.

For Brian, the annual voyage across Texas serves as a poignant reminder of the ethos he has instilled within Independence Title. Beyond mere greetings and fleeting interactions, these encounters serve to reaffirm his unwavering commitment to his team and the shared vision they uphold.

While traversing the vast expanse of Texas may seem impractical for some, the underlying principles of Brian's journey are universally applicable.

The essence of his approach can be distilled into five simple yet profound tenets:

First, underscore the importance of collective teamwork. Second, rekindle personal connections with team members.

Third, actively solicit feedback and listen attentively. Fourth, provide targeted training and support. and finally, fifth, express genuine appreciation for the contributions of every individual.

Brian Pitman's annual journey stands as a testament to the enduring value of human connection, shared purpose, and unwavering dedication to the success of one's team.

So as the wheels roll on and the miles stretch out like a country road at dawn, Brian's journey resonates with the soulful spirit of a classic country tune —a tune of resilience, camaraderie, and the genuine pleasures of human connection.

On May 21st, 1920, Leo Dreher drove an hour from his house to watch the 8th annual Indy 500 race.

Fifty-five years later, on May 29th, 1977, and one year after his death, Dreher’s great grandson, Jaime, would be introduced to the Indy 500 for the first time by his wife and daughter.

104 years after that initial drive to Indy, it's safe to say a passion for the Indy 500 and racing runs deep through the Kosofsky bloodline. However, when Allen Felstein bought Jaime a camera at the age of 8, no one could have predicted where that camera would take Jaime or how many doors it would open.

NASCAR, really?

“My parents wouldn’t let me drive the family race car,” says Jaime, wincing as he recalls his childhood.

Not many families can claim to have a “family” race car, but the Kosofsky family is not your average neighbor-next-door. Growing up in Terre Haute, Indiana, across the street from the owner of the Indianapolis Motor Speedway, racing runs through your veins, and your family might just own a race car for weekend fun.

While names like Al Unser, Mario Andretti, and A.J. Foyt might not be common terms to today’s sports fans, these racing legends were frequent topics at the Kosofsky family dinner table. On his 21st birthday, Jaime received a Silver Badge which is an all-access pass to the Speedway, setting the stage for his future career. It's no surprise that one of Jaime's first jobs involved video and stats for a local TV station which produced a daily show called “Trackside,” which highlighted daily activity from the Speedway.

“It was the best job,” recalls Jaime, reminiscing about those days. “But I'll never forget the call from my boss, Mike King, who became the voice of the Indianapolis Motor Speedway Broadcast Network. ‘Jaime,’ he said, ‘I need a big favor. My wife is in labor, and there is a tire test at the track, and by the way - it's NASCAR. Can you over there and get some interviews, and footage?’”

For anyone unfamiliar with the difference between NASCAR and Indy, it's akin to the difference between the Detroit Pistons and the Chicago Bulls in the 1990s or comparing apples to oranges. Both may be fruit, but they taste very different. The same is true for NASCAR and Indy racing, which feature distinct racing styles and draw very different fan bases.

So, true to his roots, Jaime initially declined. He simply did not want NASCAR running on the hallowed grounds of the Speedway. However, his boss eventually convinced him to go. Little did Jaime know how this one day would change his life forever.

THE FIRST SHOT

In 1992, amid NASCAR's peak popularity fueled by the movie "Days of Thunder," Jaime found himself among 150,000 passionate fans at a race, not all of whom were Indy enthusiasts. Surrounded by the thunderous roar of the crowd, he was in awe.

Earlier that day, as he left his house, Jaime grabbed the camera given to him by his grandfather. Then, following the on-track activities, Jaime proceeded to interview and take pictures of popular NASCAR drivers like Dale Jarrett and even the “King,” Richard Petty, who had just retired but wanted to drive a stock car at the famed Speedway on this special occasion.

However, one driver, Dale Earnhardt, refused to answer any questions or pose for a picture. Earnhardt sat on the toolbox, glaring at Jaime without uttering a word.

“Fuck this asshole,” Jaime remarked under his breath as he passed the legend. The microphone picked it up, and so did Earnhardt.

“Get over here, boy, I’ll answer ya,” shot back Earnhardt.

After a shared laugh and a quick conversation, the two parted ways. This encounter marked just the beginning …

THE SHOT THAT PAID FOR LAW SCHOOL

One of the shots captured by Jaime that day featured racing legend, Richard Petty, with his trademark cowboy hat and sunglasses. However, what made this shot unlike any other shot of Petty was the fact that this photo revealed the reflection of the Indianapolis Motor Speedway’s iconic logo in his sunglasses.

Jaime had no idea of the significance of the image until his father took him on a business trip to Charlotte, where he found himself seated next to a man named Charlie Patterson.

Charlie had been involved in motorsports since the late 1940s, and upon seeing the photo, instantly asked for the rights. This photo and Charlie Patterson opened the doors for Jaime to shoot full-time on the NASCAR Winston Cup series the following year where he would have one more encounter with the same man who had given Jaime grief during his first NASCAR experience; Dale Earnhardt.

This time, however, Dale allowed him to snap a picture, and the result was not simply a picture of a racing legend, but an image that Jaime was able to sell, affording him the opportunity to pay for new equipment while funding some of his law school tuition.

Jaime continued to shoot races while in law school and moved to Charlotte after graduation. He began representing drivers and other individuals in the racing industry, eventually becoming a sports agent. His first client as an agent was Dale Earnhardt’s nephew, Andy Houston. On the day Dale was killed in the Daytona 500, Jaime and his client walked out of the garage area to driver introductions with Dale and his wife. Jaime would attend Dale’s funeral with the family and NASCAR community.

PREPARE TO WIN

“I remember looking through old magazines that my grandpa had - I studied them, and it was those magazines that taught me what people wanted,” says Jaime. “As a photographer, it’s up to me to learn what people want, determine how to get the right shot, and then capture it.”

“Business is no different,” says Jaime. Although the process of taking thousands of shots to get that one perfect shot may not be extremely exciting, he applies the same diligence in his career as a real estate attorney.

He has learned to do the work, knowing that the right result will come.

“Just like trying to be a photographer capturing images at a race, so much of our job is behind the scenes and won't be in the highlight reels,” says Jaime. “But it's only as exciting as you make it. You can either make a good living in the title and escrow industry by doing your job or look for unique ways to make the day for your clients and make the industry better. I always strive to find those unique things that no one else is doing.”

“You know,” Jaime continues, “I don’t only shoot race cars. I also capture birds on film; because if you can capture a bird, you can capture a car. The birds are just practice.”

<sub>Jaime has generously granted us permission to feature his captivating images in the pages of the Growth & Scale Report physical print. However, it's important to note that these images are protected by copyright law and cannot be copied, reproduced, or distributed without explicit permission.

While we're thrilled to showcase Jaime's work and share it with our readers, we must respect his rights as the creator. We encourage our readers to enjoy and appreciate these images within the context of our magazine, but refrain from any unauthorized use that may infringe upon Jaime's intellectual property rights.</sub>

Everyone has their unique story of how the title and escrow industry found them. Somehow it grabs us, and as the saying goes, “once you get in, you never get out.” 40 years after entering the industry, that holds true for Mike Kirby, President-COO of Truly Title. But not many can say they entered the industry at the age of 12.

“I just needed to type up a job application so I could get a job at the grocery store down the street,” Mike recalls. “So I headed into the office of the title company where my sister worked because she had a typewriter that I could use.”

As his sister stepped away from her desk to let Mike use the typewriter, the 12-year-old Mike had a visitor walk into the office looking for her, although Mike had no idea the guest was the owner of the title company, he stood up and greeted the man with what was perceived to be more professionalism than most escrow officers at the company, from the owners perspective.

The owner pulled Mike aside and offered him a job on the spot, even without a resume.

Although he was hired simply to mow the lawn and clean the parking lot and restrooms, the owner of the title company believed “every man deserves a desk,” so he provided Mike with one for his personal belongings. However, along with the desk came the responsibility to complete random tasks placed on it by the team, which could include notes about copying microfilm, conducting searches, or any other duties a busy escrow office might need.

“It was my job to mow the lawn or clean the parking lot and restrooms, and then to 'clear my desk' each day by completing the tasks the team gave me. I didn’t want to let them down, so I completed everything that was put on my desk.”

STAYING AHEAD OF THE CURVE

Mike Kirby likes to stay ahead of the curve.

He had his first job at the age of 12.

By the age of 18, he was a licensed title officer.

Between the ages of 18 and 28, he participated with the Utah Land Title Association and assisted with proposals for many rules & laws affecting title in the state of Utah, and in 1991, he chaired the committee responsible for digitizing the county records and helped put them on the new innovation called “the internet.”

In 1993, the Salt Lake County Recorder's records came online, and in 1996, he chaired yet another committee responsible for executing the first level 3, fully electronic recording. Then, in 2000, he decided to open his own title company with hopes of building it around the simple concept of creating a paperless office.

“I’ve always had a thing against paper because systems that rely on paper are hard to scale,” says Mike. For instance, if a piece of paper is on one employee's desk, no one else can use it, whereas with technology, Mike believed he could create a more efficient business. So he developed his own paperless closing software called “Greenfolders,” which enabled his team to work on the same file at different locations without the need for paper, the one thing that limited scalability.

“I’ll never forget the day that it really clicked,” says Mike, recalling a conversation he had with Matt, one of his team members who commuted daily to the office, spending over 4 hours each day in transit. “This guy was in transit for over 4 hours each day for his job as a title examiner. I mean, talk about commitment!” But Mike knew that type of commitment was not sustainable. After meeting with the employee, they agreed that he should work from home (a new concept at the time) three days each week to see how it went.

Not only did it work, but thanks to Mike’s paperless systems, that employee could finally spend time with his young children and wife, who barely saw him due to his difficult schedule. Then one day, Mike met Matt’s wife, who had tears flowing down her cheeks.

“Thank you so much for letting Matt work from home; you probably don’t know this, but that one thing saved our marriage and our family!”

This got Mike thinking even deeper about the potential of working from home. If people could really operate efficiently from home, what could it mean for business?

THE POTENTIALS ARE ENDLESS

“You’re only as good as the people around you,” says Mike, reflecting on how he has built the team at Truly Title, which operates in 12 states. “If you can understand that everyone is a customer - that includes your team, your boss, and everyone else in the office - then you begin to treat your team better and you look for ways to make their life better.”

Today, the “customer” has more choices than ever for where to spend their day, so the “everyone is a customer” motto has pervaded through the halls of Truly Title.

As Mike describes it, if you help your team members accomplish their job to the best of their ability, they will, in turn, treat their customer to the best of their ability, and your business will grow.

So, what are Mike’s 3 principles for success?

1 - Take care of the internal customer (your team member).

2 - Take care of the external customer (your buyer, seller, real estate agent, or lender).

3 - If there is a problem with principle #2, refer back to principle #1.

As Mike reflects on his journey from a 12-year-old boy wandering into a title company office to the President-COO of Truly Title, these three principles have remained steadfast pillars helping guide every decision. In an industry where relationships are paramount and every interaction counts, Mike's commitment to treating everyone as a customer has not only shaped his success, but also transformed the culture of Truly Title.

From his early days mowing lawns to pioneering paperless technologies, his unwavering dedication to his team and clients alike serves as a testament to the enduring power of genuine care and consideration in business.

[Behind the Scenes Look]
At CloseSimple, we take a lot of pride in the care we provide to our customers. Our number one goal is to help you achieve new levels of success with our product. And a big part of that is how we come alongside you to help implement, launch, and support our product.

We continually hear that our implementation process and the response times/outcomes of our support experience are “some of the best in the industry.” Designed specifically for title companies, escrow companies, and real estate attorneys, CloseSimple isn't just another software solution—we are a partner helping you reach your goals.

Based on customer feedback, here are 5 reasons why working with CloseSimple is a decision you and your team will not regret:

ADOPTION ROCKS

One of the biggest challenges with implementing new technology is getting your team on board. And we know change is hard for everyone. That’s why we work with you to automate as much as possible, and tailor rollout plans to match each unique company. The good news? Your tech will actually get used! Say goodbye to wasted investments and hello to productivity.

HAPPY TEAM, HAPPY YOU

Happy employees are the backbone of any successful business. With CloseSimple, your team will love using the platform, making their jobs easier and more enjoyable. And when your team is happy, you'll be happy too.

SELL MORE, WIN MORE

CloseSimple isn't just a tool—it's a catalyst for growth. By streamlining your processes and delighting your clients, you'll sell more, win more business, and position yourself as the go-to provider in your market.

SUPPORT YOU CAN COUNT ON

With CloseSimple, you're never alone. Our dedicated support team is here to assist you whenever you need it, ensuring that your experience with CloseSimple is nothing short of exceptional.

LESS HASSLE, MORE SLEEP

Say goodbye to endless emails and phone calls. With CloseSimple, you'll enjoy fewer interruptions and more peace of mind. Sleep better at night knowing that your processes are automated and consistent, your risks are minimized, and your business is in good hands.

From streamlined processes to delighting clients throughout the closing process, CloseSimple empowers you to thrive in today's Closing landscape.

A CONVERSATION AT RAMQUEST USER GROUP

We always love seeing our customers at title and escrow conferences around the country; and we often get to host user groups or special sessions to showcase new features that we’ve been working on.

At the RamQuest User Group in March, our CEO and Co-Founder, Paul Stine, interviewed Independence Title’s project manager, Holly Battaglia. With over 60 offices across Texas, Holly emphasized the importance of a consistent process and customer experience for growth and scale. She stated, “The main reason we started working with CloseSimple is because we wanted a consistent communication option to our clients.”

Holly highlighted the time-saving benefits of switching from Docusign to CloseSimple, stating, “Switching to CloseSimple was a huge time-saver for us.” The seamless transition allowed them to automate document sending with the click of a button.

CloseSimple’s new identity scan feature has had a significant impact on Independence Title's process. Holly explained, “The identity piece was huge for us,” adding, “This new process automatically puts the seller through a behind the scenes identity scanning process, saving everyone time.”

Life is a delicate balance between what we can control and what we cannot.

Over the past couple of years, the real estate market has been a wild ride - one that has proven difficult to predict or manage. Adding to the uncertainty surrounding mortgage rates, the recent NAR Settlement has injected more ambiguity into an already volatile market. What will real estate agents' value count for as buyer's agents are likely to earn less on each transaction?

Wayne Stanley, the CEO and Founder of Bowe Digital, a marketing and advertising company serving over 200 title and escrow companies nationwide, offers insights into this shifting landscape. Before launching his own venture, Wayne worked for ALTA, overseeing the HOP program designed to assist title and escrow companies in direct-to-consumer marketing rather than solely relying on referrals from real estate agents. Wayne has been advocating for consumer choice long before it became a trend.

As we stand on the brink of a potential significant choice point for consumers - determining the worth of a real estate agent's commission in the transaction - Wayne reflects on the industry's future.

“While no one knows the exact details of how the NAR settlement will affect commissions,” says Stanley, “the title and escrow industry should prepare. If the previous ‘gatekeeper’ to the customer is earning less, what changes can we expect?”

The easiest place to start may be in the level of service and response time, according to Wayne. “If this prediction is true, consumers may rely more on the title and escrow company, increasing our industry’s value in the transaction and elevating companies that provide superior customer service.”

FIRST THINGS, FIRST.

As a voice of the title and escrow industry, Wayne is often seen on stage at title conferences nationwide. With insights gained from speaking engagements, webinars, podcasts, and client interactions, Wayne shares three strategies for title and escrow companies preparing for Day 1 of the Real Estate Agents’ New Reality after the NAR Settlement:

1 - Focus on technology: Wayne emphasizes that tech should be both internally helpful to the team and externally visible to the customer. Adopting technology that streamlines processes and enhances the consumer experience is crucial in today's digital era.

However, Wayne advises against rushing into AI without a clear plan, advocating for thoughtful experimentation and prioritizing automation.

2 - Be more resourceful: To excel in a changing market, title and escrow companies must free up time to focus on customer relationships rather than getting bogged down in busy work. Wayne recommends leveraging automation to optimize workflow and prioritize client interactions.

3 - Focus on GROWING your audience: Wayne stresses the importance of expanding outreach efforts beyond existing customers to attract new business. With a shift towards broadening reach and experimenting with new marketing strategies, title and escrow companies can assert their message and connect with potential clients more effectively.

“Amidst the uncertainty,” says Wayne, “we must embrace change and focus on forward-thinking strategies for success.” By adapting to new realities and seizing growth opportunities, companies can navigate the evolving landscape with confidence and resilience.

“I remember my first year in title sales,” recalls Becca Strong, a top salesperson at First Integrity Title in Denver, Colorado. “Nine years ago, I would go from real estate office to real estate office, handing out free granola bars with my name on them.

Real estate agents would either take a granola bar or they wouldn’t, but then I’d go into a long pitch about everything I could do for them, mentioning everything from helping with graphic design, printing flyers, hosting classes or even brainstorming … but I neglected to mention the one thing I really wanted to help them with: title.”

“After doing this for a while and not getting a single sale; but in fact seeing my prospects actually choosing a different sales rep at my company,” she says, “I realized that this was not working. My prospects didn’t understand what I was selling because I never actually asked for the sale.”

But as she puts it, “once I was able to connect the value I was offering with what I was actually selling: title services, everything changed.”

“Today, everything I do for real estate agents is based around one simple goal: helping them get more deals so we can both get more deals,” says Becca. “If I can find ways to actually add value, I’m not afraid to ask for the file anymore.”

“One of my most popular ‘value add’ courses has been how to successfully geo-farm leads,” says Becca. “By hosting this event, real estate agents can grow their businesses, and lo and behold, who helped them grow their business? Me. So who do you think they will give the file to after?”

This mindset shift from drop-bys to deep relationships with business goals has made a dramatic impact on Becca’s business.

So what are some suggestions that the Becca of 2024 wishes the Becca of 2014 knew?

1 - Find a niche. If everyone is going to say they have the best customer service or have been around the longest - stop saying it!!! Do you have a passion for marketing or sales - and can offer help to others with it?

Do you specialize in a specific type of transaction - maybe commercial or residential? Do you have a unique past skill set? Constantly ask what people are mentioning your name about - that could be your go-to arena. However you get there, pick a lane, build the lane out, and own it.

2 - Know how to keep a relationship and find creative ways to stay in people’s lives. Some people don’t have time for lunch or coffee … it’s important to lay out a spectrum of ways to stay in touch. Find a mixture of in-person, breaking bread, education, zoom webinars, keeping a real distinct pulse on the market for what’s trending - sending out a flyer with more info, organizing a class - but focus on education that can drive business for your audience.

3 - Move from a reactive to anticipatory communication style and map out creative excuses to be in touch. Is there a moment that is worth celebrating on each transaction - maybe once the file is opened? Are there specific moments where people will get antsy during a transaction - maybe answer their questions before they even think to ask them.

Find a creative way to stay in touch with the real estate at specific points of the transaction to let them know there is progress. No real estate agent will fault you for being too generous with your updates and care throughout the transaction.

LOOK FOR INSPIRATION

For a high-producing title sales rep who is always looking for creative ways to add value and then ask for the sale, it can take a lot to impress or inspire Becca, but a top-performing real estate agent in Denver, Colorado did just that.

Becca has had the privilege of working with Delroy Gill (Sotheby’s) who took over a multimillion-dollar listing that had not been selling, leaving the seller very frustrated. It had previously been on the market for 229 days without selling.“We knew we had to tell a different story for a house that had previously been on the market for 200-plus days,” recalls Delroy in an interview with the Denver Post in March of 2023.

So once Delroy got to walk through it, he found the most remarkable closet he had ever seen, and his entire narrative would change, causing him to contact people with massive shoe collections for private photo shoots.

The $4.1 million mansion sold one day later.

“Adding value sometimes just means getting really creative - but not enough people get really creative,” says Becca, recalling Delroy’s story. “It’s inspiring to see others adding value and going above and beyond what the client expects. Because that’s what I want to do too - and I love working with people that are on the same page.”