Australia’s biggest shake-up to anti-money laundering law in nearly two decades is no longer on the horizon – it’s here. For real estate agencies that haven’t yet taken action, the window to get compliant before the 1 July 2026 deadline is rapidly closing.

What changed, and why it affects you

For years, real estate professionals sat outside the formal scope of Australia’s AntiMoney Laundering and Counter-Terrorism Financing (AML/CTF) Act. Banks, lenders, and financial services businesses bore the compliance burden – agents didn’t.

Tranche 2 ends that. Under AUSTRAC’s expanded legislation, real estate agencies providing designated services are now formally classified as “reporting entities.” That puts you in the same regulatory category as the financial institutions that have lived under AUSTRAC oversight for years. The same obligations now apply; enrolment, client verification, transaction monitoring, and a documented, risk-based compliance program.

Australia’s property market has long been identified as a high-risk environment for money laundering large transaction values, infrequent purchases, and historically minimal professional oversight made it attractive to those seeking to move and legitimise illicit funds. Tranche 2 is the regulatory response to that vulnerability.

The penalties are severe – and they start immediately

There is no grace period after 1 July. AUSTRAC’s enforcement posture has been clear, and the penalties for non-compliance¹ reflect how seriously the regulator views these obligations:

• Up to $19,800 per day for operating as a reporting entity without enrolling with AUSTRAC²
• Up to $3.3 million per transaction in civil penalties for processing designated services while unenrolled³
• Criminal charges for individuals – not just the business entity – who knowingly provide designated services without meeting their obligations⁴

That last point deserves particular attention for principals and directors. This isn’t just a corporate compliance matter. Personal criminal liability means the consequences can follow you individually. If your agency isn’t enrolled and compliant by 1 July, every transaction processed after that date carries real legal exposure.

“We’ll sort it in July” is the most expensive mistake you can make

One of the most common misconceptions circulating in the industry right now is that there’s flexibility in the deadline – that agencies can get their program in order through July rather than by it.

There isn’t. AUSTRAC’s penalties apply from day one. An agency that processes a transaction on 2 July without being enrolled and having an AML/CTF program in place faces the same consequences as one that ignores the legislation entirely.

A genuine AML/CTF program isn’t something you can spin up in a weekend. It needs to be:

• Risk-based: calibrated to your agency’s specific client profile, transaction types, and geographic exposure
• Documented: written down, accessible, and defensible under scrutiny
• Operational: embedded in your day-to-day processes, with staff who understand what triggers a report and what to do when it does
• Ongoing: reviewed and updated as your business and risk environment evolve

Each of these takes real time to do properly. If you haven’t started, you’re already behind.

Getting across the line doesn’t require a compliance team

The good news: compliance is achievable, even at this stage, and you don’t need an inhouse legal or compliance function to get there.

Enrolment is even more achievable; it’s simple and straightforward with our AUSTRAC enrolment article.

APLYiD has built its platform specifically for newly regulated businesses like real estate agencies – handling the operational complexity of identity verification, ongoing monitoring, and program documentation so your team can stay focused on running the business.

The platform includes a full AML/CTF policy builder, a dedicated staff training module, and direct human support, meaning you can move from unprepared to compliant quickly – without needing specialist knowledge to navigate the process.

Free webinars: practical guidance, no jargon

APLYiD is running live webinars tailored specifically to real estate agencies navigating Tranche 2.

Each 45-minute session, hosted by James, covers:

• A plain-English breakdown of what the legislation requires from agencies like yours
• A live walkthrough of the APLYiD platform and how it handles compliance end-to-end
• An open Q&A to answer your burning questions

No legal jargon. No overwhelm. Just clear, actionable guidance from people who have helped thousands of businesses meet their compliance obligations.

Act now – the deadline is weeks away

The agencies that will find 1 July straightforward are the ones that started their compliance work early. For everyone else, the time available is shrinking fast.

Register for an upcoming webinar, visit APLYiD’s Tranche 2 hub, and take the first step toward getting your agency enrolled before the deadline arrives.

¹ https://www.austrac.gov.au/industry-and-business/obligations-and-guidance/consequences-not-complying
² https://www.legislation.gov.au/C2006A00169/2026-03-31/2026-03-31/text/original/epub/OEBPS/document_1/document_1.html#_Toc225950876
³ https://www.legislation.gov.au/C2006A00169/2026-03-31/2026-03-31/text/original/epub/OEBPS/document_1/document_1.html#_Toc225950887
⁴ https://www.legislation.gov.au/C2006A00169/2026-03-31/2026-03-31/text/original/epub/OEBPS/document_1/document_1.html#_Toc225950873

The post The clock is ticking for Tranche 2 appeared first on Elite Agent.

First National Real Estate has revealed a comprehensive rebrand to members at its National Convention in Da Nang, Vietnam.

The new visual identity, retains the network’s blue colour scheme while introducing what the cooperative describes as a “more contemporary and digitally focused expression.”

Chief Executive David Edwards said the rebrand reflects evolving consumer expectations rather than a shift in the network’s core purpose.

“This is not about changing who we are,” David said.

“It is about ensuring that the way we present ourselves is reflective of our purpose, which is to help Australians experience the security, prosperity and sense of community that comes from property ownership.”

The refresh follows what First National describes as one of its most extensive member consultation processes. 

Every member office was surveyed, with more than 50 detailed interviews conducted nationally. 

The network also established a Marketing Reference Group and commissioned brand agency Whippet to conduct competitor analysis and a consumer brand health survey of over 1,000 respondents.

Communications and Marketing Director Mark Jansen acknowledged that brand inconsistency had weakened the network’s national presence over time.

“For some time, our members have been calling for a more cohesive and contemporary national identity,” Mark said.

“The strength of any cooperative brand relies on consistency, professionalism and shared belief.”

In a market where many agencies have shifted toward monochrome and minimalist branding, First National has chosen to retain and refresh its longstanding blue identity as a point of differentiation.

The rollout will extend through to the end of 2027, with a staged “white glove” implementation providing dedicated operational and design support to member offices. 

A national consumer-facing campaign is scheduled for early 2027.

The post First National Real Estate unveils brand reinvention appeared first on Elite Agent.

In an interesting twist, Australia’s property investors now hold a record share of home lending despite an overall retreat in borrowing activity, as rising interest rates and cratering consumer confidence squeezed housing demand in the March quarter.

New data from property analytics firm Cotality shows total housing loan commitments fell 6.2 per cent over the March quarter, with the overall value of lending dropping 3.8 per cent; a significant pullback driven by back-to-back Reserve Bank rate hikes and a collapse in household sentiment following the outbreak of the Iran war in late February, which sent energy prices surging.

The analysis from Cotality’s Head of Research, Gerard Burg, found paradoxically, it is owner-occupiers, not investors, who have retreated faster, pushing the investor share of total loan volumes to a record 41.0 per cent, the highest level recorded since the series began in September 2019.

In value terms, the investor share reached 40.3 per cent, its highest since December 2016.

“Owner-occupiers led the retreat, but investors [were] not far behind,” Mr Burg said.

The quarterly volume of owner-occupier loans fell 6.9 per cent, compared with a 5.3 per cent decline for investors. In dollar terms, owner-occupier lending dropped 4.3 per cent versus a 3.0 per cent fall for investor loans.

First home buyers squeezed on loan size

First home buyers showed relative resilience in volume terms, but the picture was more mixed beneath the surface. While their numbers held up better than other owner-occupiers, the average new loan size for first home buyers actually fell by 2.6 per cent over the quarter — a reversal of the 1.6 per cent increase seen for other owner-occupiers.

Mr Burg attributed some of the relative volume resilience to the federal government’s 5 per cent Deposit Scheme.

The story varied significantly across the states. New South Wales, which holds the largest share of investor lending nationally at 43.9 per cent, led the decline in investor loan volumes, followed by Western Australia. By contrast, South Australia and Tasmania bucked the national trend, with investor lending volumes in Tasmania surging almost 74 per cent compared with the same period last year, though from a small base.

For first home buyers, the sharpest falls were in South Australia, down 6.1 per cent, and Queensland, down 5.8 per cent. Tasmania eased just 0.7 per cent and Western Australia fell 2.0 per cent.

Victoria continued to lead the nation in first home buyer activity as a share of total lending, with Melbourne’s relative affordability advantage and state tax policies — which tend to deter investors — supporting that trend. Western Australia has seen a notable pickup in first home buyer activity, while New South Wales continues to lag.

A market on the cusp of a downturn

The national housing market is already showing signs of turning. Dwelling values are contracting in Sydney, down 0.9 per cent on a rolling quarterly basis, and in Melbourne, down 1.5 per cent. Growth is slowing across mid-tier capitals, even as Perth continues to outperform with gains of 6.8 per cent, followed by Brisbane at 4.7 per cent and Adelaide at 3.5 per cent.

Mr Burg, warned that the worst may not yet be felt. Two of the three RBA rate hikes delivered so far this year landed in the March quarter, but the May hike, which could be followed by further tightening if trimmed mean inflation remains stubbornly above target, has not yet worked through the system.

“Demand is likely to soften further, as the full impact of the interest rate tightening (particularly the hike in May) has not yet been felt.”

Budget changes cast shadow over investors

The outlook for investors is clouded further by changes announced in this year’s federal Budget. The removal of negative gearing for purchases of existing properties is expected to weigh on investor demand and, by extension, new investor lending.

Cotality’s analysis noted that while some new investors might pivot to newly constructed homes — where negative gearing has been retained — investors have historically favoured existing dwellings and may now direct capital to non-property assets instead.

The economics are already challenging. Rental yields are sitting well below the cost of borrowing, and with interest rates potentially rising further, fewer investors in existing properties will be able to generate positive cashflow. That makes holding costs substantially higher and serviceability pressures more acute.

“Continued stretched affordability, renewed rising rates and tighter government tax policies are expected to drag on future investor activity,” Mr Burg said.

Total housing loan commitments in the March quarter stood at 139,794 in volume terms, with a value of $102.959 billion — both figures higher than the same quarter in 2025, reflecting the lingering benefit of last year’s rate cut cycle, even as the momentum from that period fades.

Source: Cotality Pulse Investors Report, May 2026. Data sourced from ABS Lending Indicators.

The post Home lending slides but investors tighten their grip on the market appeared first on Elite Agent.

Redfin has unveiled a new search category that will give priority placement to pre-market listings from its own agents and those at Compass International Holdings, marking a significant shift in how the portal competes for exclusive inventory.

The feature, called Redfin Early Access, launched on 18 May and displays coming-soon listings that aren’t available on competing platforms like Zillow or Realtor.com.

“A lot of homeowners want to sell, but are not ready to commit to full exposure,” Jason Aleem, Redfin’s chief of real estate services, said.

“Giving sellers more control over how they enter the market gives them more confidence.”

The move builds on a partnership between Redfin and Compass announced in February 2026, which established an exclusive arrangement to share pre-market listings between the two companies.

Early Access listings will receive premium treatment on the platform – appearing with a black emblem on search maps and an “Early Access” tag on individual listings.

A dedicated filter allowing users to search specifically for these listings is planned for future release.

Critically, the listings won’t accrue days on market or display price-drop history, giving sellers and their agents the ability to test pricing without the stigma that can attach to properties that sit unsold or undergo multiple price reductions.

The launch coincides with Redfin survey data suggesting appetite for pre-market options among sellers. 

An April survey of 1,000 US homeowners found 83 per cent of prospective sellers were interested in a “coming soon” approach before broader market exposure.

Among those planning to sell, 84 per cent said greater certainty that their home would sell would make them more likely to list.

Another 84 per cent found a more private first step appealing.

While 66 per cent said clearer pricing guidance would motivate them to list, and 56 per cent saw the ability to test pricing as a benefit.

Redfin has also claimed that giving homeowners more flexibility to test the market could increase housing inventory by as much as 12 per cent, citing its own analysis.

The feature represents the latest development in an ongoing industry debate about how, when and where listings should be displayed. 

Multiple listing services and search portals have increasingly sought their own sources of exclusive inventory, raising questions about whether fragmenting the market helps or harms consumers.

Compass Private Exclusives, the company’s most restrictive listing category, are not currently included in the Redfin Early Access programme, according to Redfin.

All visitors to Redfin’s site and app can browse Early Access listings, save searches and receive notifications when matching properties become available.

The post Redfin launches exclusive listing tier to compete in pre-market wars appeared first on Elite Agent.

The apartment Giorgio Armani planned to call home has never been slept in.

The fashion designer was preparing to move into a custom two-bedroom residence at 760 Madison Avenue – his eponymous Giorgio Armani Residences building on Manhattan’s Upper East Side – before his death at 91 last September.

Now the 186-square-metre apartment has hit the market for US$9.95 million (roughly A$15.4 million), according to Architectural Digest, offering a rare chance to own a space conceived by Giorgio Armani for his own use but left untouched.

The 12-floor building, opened last year and combines retail, dining, and bespoke condominiums under the Armani brand. His apartment sits on the sixth floor – one of only two two-bedroom units in the building.

The living room spans nearly 46 square metres, with custom white oak parquet floors and 2.4-metre windows and a dining area connects to a corner kitchen featuring minimal white oak cabinetry.

The primary suite includes a walk-in closet leading to an ensuite lined in Brazilian Quartzite Acqua stone, with a dual-sink vanity, glass-walled shower, soaking tub, heated towel rail, and radiant floor heating. The secondary bedroom has its own stone-wrapped bathroom.

Building amenities include a gym, spa treatment room, a library furnished with custom Armani/Casa pieces, a landscaped terrace, and a Zen tearoom with service provided by Armani/Ristorante on the ground floor.

The first two levels house a Giorgio Armani boutique, while the third floor hosts an Armani/Casa store.

The 10 residences in the building sold out in mid-2024 for a combined US$168.2 million (AUD$260 million) – with full-floor four-to-five-bedroom residences priced from US$21.5 million (AUD$33.2 million) at launch, topped by a duplex penthouse with Central Park views. At US$9.95 million (AUD$15.4 million), this two-bedroom represents the entry point into that building.

The listing is being marketed by Madeline Hult Elghanayan and Sabrina Saltiel of Douglas Elliman.

The post Giorgio Armani’s never-lived-in Manhattan apartment hits the market appeared first on Elite Agent.

In A-grade sport, confidence is never as stable as it looks from the outside. A few missed opportunities, a stretch of poor results, or a run where nothing quite clicks can be enough to shake even seasoned professionals.

What separates those who recover quickly from those who spiral is rarely talent; it’s rhythm, structure, and emotional control.

And that was the central message delivered during a recent high-performance session between The Agency and Hawthorn Football Club assistant coach Adrian Hickmott, where more than 100 agents came together to explore what consistency actually looks like when pressure is constant and outcomes are unpredictable.

For The Agency executive director, Andrew Jensen, the connection between AFL performance and real estate is not theoretical, it is lived experience inside high-pressure environments where results are public, immediate, and deeply personal.

Andrew said the emotional cycle in real estate is one of the hardest parts of the job to manage, particularly when results don’t reflect effort.

“In real estate, the wins and losses can feel extremely personal because agents are constantly exposed to outcomes in real time,” he said.

“You can go through a period where you lose a few listings in a row, or miss opportunities you felt confident about, and very quickly the internal dialogue shifts. People start asking whether it’s strategy, effort, timing, or something else entirely.

“What Adrian reinforced so strongly is that high performers don’t get trapped in that emotional swing; they learn how to step back, reset, and return to process.”

The partnership between The Agency and Hawthorn was originally formed during the company’s expansion into Victoria, but Andrew said the alignment went far deeper than brand visibility or sponsorship.

“When we moved into Melbourne, we were very deliberate about the kind of organisation we wanted to align with,” Andrew said.

“Hawthorn stood out because of their culture. They’re structured, they’re disciplined, but they’re also deeply community-driven. When you look closely at how they operate, there are strong parallels with how we want to build The Agency over the long term.”

At the time, Melbourne’s real estate market was already dominated by entrenched local competitors, and Andrew said there was early scepticism about whether a non-Victorian brand could establish real traction.

“There was definitely a perception that interstate groups struggle to break into Melbourne,” Andrew said.

“So for us, the Hawthorn partnership became more than marketing. It was a statement of intent; it said we’re here, we’re committed, and we’re building something long-term.”

But over time, the partnership has evolved into something more operational – particularly through access to elite coaching environments and mindset frameworks used in professional sport.

What stood out most for Andrew in Adrian’s session was the emphasis on emotional regulation and consistency across both success and failure.

“One of the strongest messages from Adrian was that high performers don’t live at either extreme,” Andrew said.

“They don’t get overly high when things are going well, and they don’t collapse emotionally when things aren’t. They stay steady enough to continue training, learning, and performing again the next day; that ability to stay balanced is what actually sustains performance over time.”

That message resonated strongly across the room, particularly with agents operating in a market where conditions can shift quickly from week to week.

“Real estate doesn’t really stop,” Andrew said. “You might have a strong weekend with auctions or listings, but by Monday you’re effectively starting again. You still have to prospect, still have to engage clients, still have to manage expectations.

“The reset is constant, and if you can’t control your emotional response, it becomes exhausting very quickly.”

Another key focus of Adrian’s session was how elite environments manage time and attention.

Andrew explained how Adrian spoke about how Hawthorn’s coaching group intentionally reduces unnecessary meeting time and simplifies communication during key performance blocks, ensuring players are focused only on what directly improves outcomes.

For Andrew, that idea translated directly into how real estate teams should think about productivity.

“In high-performance environments, noise is one of the biggest risks,” he said.

“Adrian talked about protecting time and sharpening focus, and that really resonated. If people are constantly pulled into meetings, updates, or distractions that don’t directly improve performance, you lose rhythm. And rhythm is everything.”

But perhaps the most practical takeaway for agents came from Hawthorn’s approach to reviewing performance after setbacks.

Rather than reacting emotionally to a loss, Adrian explained that the club uses structured review processes built around evidence, to isolate what actually changed the outcome.

“Through the numbers, the KPIs, the vision, you can see why a game was lost,” Andrew said.

“But what’s equally important is that they don’t only focus on what went wrong. They also identify what worked well, so players understand what needs to continue as much as what needs to change.”

That balance between correction and reinforcement is something Andrew believes many industries, including real estate, often overlook.

“Sometimes after a missed listing or a poor campaign, the instinct is to overcorrect everything,” Andrew said.

“But more often, it’s one or two specific adjustments that make the difference – not a complete reinvention. The key is being precise about what needs to change, rather than emotionally dismantling the whole process.”

The session also opened up broader conversations around leadership and the challenge of managing different personality types within high-performance teams.

Adrian discussed how AFL coaches work with a wide spectrum of personalities, including highly expressive, instinct-driven players who operate differently from structured or analytical teammates, and how success depends on allowing those differences to exist rather than flattening them.

“That really stood out,” Andrew said.

“In real estate, we have the same dynamic. Some agents are highly structured and process-driven, others are instinctive and expressive. The mistake leaders sometimes make is trying to standardise everyone into the same mould. But often, the high performers are high performers precisely because they’re different.”

Instead, Andrew believes leadership is increasingly about adaptation rather than uniformity.

“The strongest teams aren’t built by making everyone the same,” Andrew said.

“They’re built by understanding people properly, giving them the right environment to operate in, and then allowing those strengths to compound across the group.”

Within The Agency, that philosophy shows up in how agents are supported through internal coaching, peer learning, and access to senior performers who actively help lift others during difficult periods.

“If someone is consistently performing at a high level, we want others to learn from that directly,” Andrew said.

“That might mean sitting in on appraisals, listening to how they communicate, or breaking down what they’re doing differently. In many ways, it mirrors what happens in elite sport – senior players lifting the group around them.”

Ultimately, Andrew believes the value of the Hawthorn partnership is not just access to sport, but access to a mindset that normalises pressure rather than fears it.

“In every high-performance environment, pressure is constant,” Andrew said.

“What matters is not avoiding it, but learning how to stay steady inside it. That’s what Adrian reinforced – consistency, emotional control, and the ability to reset quickly so you can perform again.”

The post Inside Hawthorn’s high-performance system: why real estate agents are being coached like athletes appeared first on Elite Agent.

First National Real Estate has announced its 2025 national award winners at the network’s convention in Da Nang, Vietnam.

First National Cleveland in Queensland took out Sales Office of the Year, while First National Hedland in Port Hedland, Western Australia, claimed Property Management Office of the Year.

The individual honours went to Julie Neilsen-Thompson of First National Townsville for Property Manager of the Year, Lisa Greene of First National Hall & Partners in Dandenong for Business Development Manager of the Year, and Ryan McCann of First National Cleveland for Salesperson of the Year.

Western Australian offices featured prominently across the property management categories, with five of the top ten offices located in the state – including Hedland, Kalgoorlie, Karratha, and two Perth metro offices.

Queensland meanwhile, dominated the sales rankings, with offices in Cleveland, Surfers Paradise, and Ipswich all placing in the top ten.

“These awards recognise the people who hold our industry to a higher standard every day,” Rob Westwood, National Chair of First National Real Estate said.

“We congratulate every recipient and look forward to what the next 12 months will bring.”

Dylan Di Francesco of First National Townsville was named New Salesperson of the Year, while Marnie Robbins of First National Mudgee received the David Nitschke Scholarship.

Alexandra Haggarty of First National Maitland and Morag Lowe of First National Hedland shared the Kaye Heath Memorial Award.

The Surfers Paradise office placed three salespeople in the top ten – Russell Rollington, Bob Rollington, and Rob Rollington – suggesting strong performance from the team.

Winners of Sales Office of the Year awards were:

1.                FN Cleveland (Qld) – Sales Office of the Year

2.                FN Surfers Paradise (Qld)

3.                FN Byron Bay (NSW)

4.                FN Hedland (Port Hedland, WA)

5.                FN Charles L. King & Co. (Echuca, Vic)

6.                FN Action Realty Ipswich (Qld)

7.                FN Hills Direct (The Ponds, NSW)

8.                FN Genesis (Mt. Hawthorn, WA)

9.                FN Latrobe (Traralgon, Vic)

10.          FN Port Stephens (Salamander Bay, NSW)

Winners of Property Management Office of the Year awards were:

1.                      FN Hedland (Port Hedland, WA) – Property Management Office of the Year

2.                      FN Hall & Partners (Dandenong, Vic)

3.                      FN Druitt Saunders (Doubleview, WA)

4.                      FN Kalgoorlie (WA)

5.                      FN Karratha (WA)

6.                      FN Patterson (Port Macquarie, NSW)

7.                      FN Connect Richmond (Richmond, NSW)

8.                      FN Swans Residential (Aveley, WA)

9.                      FN Townsville (Aitkenvale, Qld)

10.                 FN Alice Springs (Ciccone, NT)

Winners of Property Manager of the Year awards were:

1.                      Julie Neilsen-Thompson, FN Townsville (Aitkenvale, Qld) – Property Manager of the Year

2.                      Melissa Starkey, FN Surfers Paradise (Qld)

3.                      Naomi Fletcher, FN Karratha (WA)

4.                      Karlie Ridley, FN Lewis Prior (Warradale, SA)

5.                      Sarah Kaur, FN Swans Residential (Aveley, WA)

6.                      Rebecca Lewis, FN Patterson (Port Macquarie, NSW)

7.                      Rebecca Grazziadelli, FN Kalgoorlie (WA)

8.                      Becky Gwin, FN Surat Basin Chinchilla (Qld)

9.                      Karen Walker, FN Hedland (Port Hedland, WA)

10.                 Jackie Lyons, FN Hall & Partners (Dandenong, Vic)

Winners of Business Development Manager of the Year awards were:

1.                      Lisa Greene, FN Hall & Partners (Dandenong, Vic) – Business Development Manager of the Year

2.                      Amy Doran, FN Hedland (Port Hedland, WA)

3.                      Kathryn State, FN Kalgoorlie (WA)

4.                      Kristy Surman, FN 360 Mackay

5.                      Will Trainer, FN Compass (Cannington, WA)

6.                      Sarah Kaur, FN Swans Residential (Aveley, WA)

7.                      Rachel Martin, FN King & Heath (Bairnsdale, Vic)

8.                      Melanie Ross, FN Action Realty Ipswich (Qld)

9.                      Robert Gilmore, FN Kalgoorlie (WA)

10.                Michelle Wells, FN Karratha (WA) and Kirsty Bohn, FN Moreton (Caboolture, Qld) – Tied

The winners of Salesperson of the Year awards were:

1.                      Ryan McCann, FN Cleveland (Qld) – Salesperson of the Year

2.                      Rebecca Dean, FN Port Stephens (Salamander Bay, NSW)

3.                      Russell Rollington, FN Surfers Paradise (Qld)

4.                      Rick Hockey, FN Hedland (Port Hedland, WA)

5.                      Danielle Collins, FN Hedland (Port Hedland, WA)

6.                      George Rafty, FN Newcastle City (The Junction, NSW)

7.                      Su Reynolds, FN Byron Bay (NSW)

8.                      Bob Rollington, FN Surfers Paradise (Qld)

9.                      Eddie Quispe, FN Hills Direct (The Ponds, NSW)

10.                 Rob Rollington, FN Surfers Paradise (Qld)

A range of specialist awards were also announced: 

·             David Nitschke Scholarship – Marnie Robbins, FN Mudgee (NSW)

·             Kaye Heath Memorial Award – Alexandra Haggarty, FN Maitland (NSW)

·             Kaye Heath Memorial Award – Morag Lowe, FN Hedland (Port Hedland, WA)

·             New Salesperson of the Year – Dylan Di Francesco, FN Townsville 

The post First National names top performers at Vietnam convention appeared first on Elite Agent.

REMAX The Limitless Group has appointed Kate Peereboom as Head of Sales, bringing a former competitor into its leadership ranks as the Brisbane-based group expands.

Kate previously owned and operated two offices in Ascot and Banyo before making the move to the REMAX network.

She will now oversee sales leadership across The Limitless Group’s five offices including REMAX Results in Morningside, REMAX Locate in Tingalpa, and REMAX Bayside’s two locations in Alexandra Hills and Cleveland.

Principal Hayley Van de Ven said the appointment reflects the group’s growth ambitions.

“Kate brings an incredible depth of experience, leadership and industry knowledge that aligns perfectly with the direction of our business and the level of performance we strive for every day,” Hayley said.

“Her energy, expertise and leadership will be a huge asset to both our people and our clients.”

The appointment signals a focus on agent development and navigating current market conditions – areas Hayley said were priorities for the new role.

“Kate understands what it takes to build elite teams, lead through changing markets and support agents to achieve exceptional results,” she said.

Kate’s role will include supporting agents with strategy, business growth, and managing longer days on market – a challenge facing agents across many Brisbane suburbs as buyer sentiment shifts.

The post REMAX The Limitless Group appoints Kate Peereboom as Head of Sales appeared first on Elite Agent.

Property walkthrough reels and lifestyle listing videos will be introduced to the video hub on the realestate.com.au app home screen this July, helping agents engage and immerse more serious buyers in their listings earlier in the property search.

The new feature will provide customers with an always-on video destination on the app home screen, boosting exposure for their brand along with Premiere+ and Luxe listings, and Project Profiles.

realestate.com.au first launched its personalised video hub on the app home screen in November as a new way for property-obsessed Australians to consume the latest property news, expert analysis and market insights. The hub has been a key driver behind strong growth in the number of consumers viewing native videos.

From 1 July, the hub will expand to showcase vertical property walkthrough reels from listings, mirroring how buyers already consume content in a continuous, swipeable scroll. Sophisticated AI-led modelling will surface a personalised video feed for realestate.com.au members who will see a stream of relevant video content on the app home screen.

A simple new workflow within the self-service Ignite platform will help all customers easily upload videos to their listings.

REA Group Executive General Manager – Sales, Gerard Connell, said the deep engagement of realestate.com.au’s unmatched property audience² and the introduction of vertical property videos on the app home screen will help agents to get their listings in front of more of the right buyers, more quickly.

“Immersive video is fast becoming a must-have for high-performing campaigns. We know serious buyers spend more time watching property videos and engage more deeply with content that lives on realestate.com.au compared to other platforms³. Property walkthrough reels offer a deeply engaging way to present properties in a manner that’s right for an agent’s brand and their vendors,” Gerard said.

“Nearly 60% of buyers say video helps them build trust with the agent and property⁴. A property walkthrough filmed using a smartphone with limited editing is distinctive, accessible and impactful and helps agents to get more buyers through the door.

“Immersive videos offer buyers a richer sense of a home before they step through the front door at an inspection and encourage them to return to a listing. On average, listings with a video on realestate.com.au receive 43% more inspection requests compared to those without⁵.”

In the lead-up to the launch, REA has partnered with agents and content producers seeking training and guidance on video production. REA’s in-house content team will continue to offer this training and support to customers throughout FY27.

Property walkthrough reels complement realestate.com.au’s existing range of immersive experiences, including agent reels on Agent Profiles, iGUIDE virtual tours, and lifestyle property videos. To learn more about immersive video and property walkthrough reels in Ignite, click here.

¹ Ipsos iris Online Audience Measurement Service, Mar 2026, P14+, PC/laptop/smartphone/tablets, text only, App, Homes and Property Category, Audience (000s)
² Ipsos iris Online Audience Measurement Service, Mar 2026, P14+, PC/laptop/smartphone/tablets, text only, Brand Group, Homes and Property Category, Audience (000’s). * The following States and Territories are combined: SA/NT
³ REA internal data, Q1 FY26, comparing average watch time per video on realestate.com.au vs Instagram, Facebook and TikTok
⁴ Property Walkthrough Video Research 2025
⁵ Internal REA data. Period: 1 July 2025 – 31 December 2025. Land listings excluded

The post Agents to get prime video real estate on realestate.com.au’s app home screen appeared first on Elite Agent.

When developers Jeffrey Fawaz and Mike Elaridi first walked through the shell of the late philanthropist and Houston Texans founder, Bob McNair’s penthouse in 2020, they knew what it could become.

The problem was the price; the late Houston Texans founder had bought the raw space in 2016 at the Belfiore, a boutique 26-story building in Houston, but never built it out. The unfinished duplex sat empty.

“Nobody wanted to take it on and complete it,” Jeffrey said, told Mansion Global.

The developers, who run Fratelli Companies, waited and when the price dropped to US$3 million, they moved, purchasing not just the shell but Bob McNair’s original floor plan.

Now, after years of work, the 8,869-square-foot penthouse is complete and listed for US$11 million – which is about A$17 million.

“The floor plan of the unit is Bob McNair’s, so we say it was built for a billionaire,” said Justin Dugat of Douglas Elliman, who shares the listing with Misty Meredith.

The result spans two floors with five bedrooms, a study, a breakfast nook, and terraces on either side of the great room.

Floor-to-ceiling windows frame Houston’s skyline. An in-unit elevator and a curved statement staircase, (additions by the developers) connect the levels.

Three half-baths feature handcrafted onyx pedestal sinks, each made by an artisan in a different country. The bar area uses Rosso Levanto marble and rhe faucets are un-lacquered brass, chosen specifically because they patina over time.

“They age with the house,” Jeffrey said. “They look more and more beautiful the more you use them.”

Built-in vanities include skincare fridges. Two water vapour fireplaces anchor the living spaces.

There’s also a tribute to Bob McNair himself – a plaque commemorating his career, signed by former Texans star J.J. Watt, built into one of the building’s pillars.

“It feels like you’re walking into a home,” Mike said. “It just flows really nicely for a condo.”

The Belfiore has just 45 units across its 26 storeys, with all apartments delivered in shell condition for custom buildouts. Jeffrey and Mike completed the work in collaboration with Ghandi Saad and Salim Obeid of RSG Development Group.

They expect the buyer will be someone with multiple properties seeking a “lock and leave” option in Houston’s growing luxury condo market.

The post Inside Bob McNair’s Houston penthouse rebuild after sitting as an empty billionaire shell appeared first on Elite Agent.

Belle Property has launched a commercial division on Sydney’s Upper North Shore, extending its existing four-office residential presence in the region.

Belle Property Commercial Upper North Shore will be led by Michael Doran and Daniel Dennis, who currently head the residential operation across the Wahroonga, Hornsby, Pymble and Thornleigh offices. 

Between them, they have 45 years of experience in residential and commercial real estate.

The move comes as more residential landlords in the area explore commercial property, driven by rising strata levies, maintenance costs and changing tenancy conditions.

“We’re seeing a clear shift in the way clients are thinking about property,” Michael said.

“More landlords are looking at commercial as a viable alternative, and having a dedicated offering allows us to better guide them through that transition with the right advice and support.”

The Upper North Shore commercial market spans retail precincts in established town centres and industrial hubs in Pymble, Thornleigh, Hornsby and Mount Kuring-gai. 

Rezoning activity is also creating development site opportunities in the region.

Daniel said the new division would target office, retail, industrial and development sites.

“The Upper North Shore presents a unique mix of opportunity, from established retail centres through to industrial precincts and emerging development sites,” he said.

“By combining our local knowledge with the strength of the Belle Property network, we’re able to deliver a more considered, premium service and achieve stronger outcomes for our clients.”

Belle Property Commercial already operates in other Sydney markets. The Upper North Shore launch extends the brand’s national commercial footprint.

The post Belle Property launches commercial arm on Sydney’s Upper North Shore appeared first on Elite Agent.

Before sunrise on the Gold Coast, long before the first inspection or listing presentation, a group of real estate agents are already deep into a different kind of performance environment – one that has less to do with property and more to do with physiology.

It’s 4:45am in Broadbeach Waters. A converted garage is lit, music is playing, and a small team is rotating through strength work, conditioning drills and an ice bath that demands complete control of breath and mind.

They call it the “Pain Cave”.

For Matt Micallef, Owner and Selling Principal of Ray White TMG across the Gold Coast, it began as a personal commitment to rebuild his health after a decade in real estate, but has since evolved into a structured performance environment sitting at the centre of his leadership philosophy.

“At my fittest before real estate I was 83 kilos,” he says. “At my heaviest I hit 109 kilos and around 40 per cent body fat.”

And to be clear, the shift wasn’t about appearance, it was about behaviour.

“I made a promise to myself that this would be the fittest I’ve ever been,” he says. “And I realised accountability was the thing I was missing.”

What followed was almost accidental in its expansion. At a company event, he told his team he would open his home gym every morning for anyone willing to commit: no rollout plan, no structure, just a decision made in the moment.

“I hadn’t even checked with my wife,” he says. “But once I said it, it was locked in.”

From there, the Pain Cave emerged – a hybrid training environment combining strength, cardio and controlled exposure to discomfort, finished with a four-minute ice bath designed to strip performance down to its most basic requirement: control.

“The first challenge is getting out of bed,” Matt says. “The second is getting through the workout. And the third is controlling your mind in the ice bath.”

But while the Pain Cave may appear like a culture experiment inside a real estate business, it is also part of a much broader shift happening across Australian luxury property – one where wellness is no longer an add-on, but an embedded system shaping how homes are designed and experienced.

According to Ray White Head of Research Vanessa Rader, Australian luxury real estate has entered a new era where invisible technology increasingly outweighs visible opulence. As she explains, Australia’s $141 billion wellness economy, (now representing 7.8 per cent of GDP) is driving a transformation that is happening behind the walls rather than in what is visibly presented.

Artificial intelligence, biometric monitoring and environmental systems are turning homes into responsive health ecosystems.

In leading Australian developments, AI-powered platforms now continuously monitor air quality, temperature, humidity and light, making thousands of micro-adjustments daily to optimise human health. Lighting systems replicate circadian rhythm, shifting from blue-spectrum morning light that supports alertness and cortisol production, through to warm evening tones that encourage melatonin release and restorative sleep.

Sleep and health tracking is also moving beyond wearables. Integrated systems built into flooring, mirrors and sleep environments now passively capture biometric data – from gait and posture to cardiovascular and respiratory indicators – feeding AI platforms that continuously adjust environmental conditions in response.

This convergence of wellness and living environment is already translating into measurable value. Properties incorporating integrated wellness systems are achieving premiums of 15 to 30 per cent above comparable luxury stock, as buyer expectations shift from status display toward personal optimisation.

Against that backdrop, Matt’s Pain Cave begins to look less like an outlier and more like a behavioural counterpart to the same philosophy: engineered environments designed to influence performance, recovery and consistency.

The Pain Cave itself operates on similar principles, albeit in a stripped-back, human form. It is not about technology, but it is about design – increasing structure and reinforcing behaviour through repetition and discomfort.

“If you book in, you show up,” he says. “That’s it.”

If not, staff face the now-infamous “sh*t wheel”, a light-hearted but highly visible accountability system that ensures commitment is never theoretical. Consequences range from workplace dares to team-wide forfeits, but the intent remains consistent: follow-through matters.

So far, only a small number of staff have had to spin it, but its influence sits well beyond those moments. The expectation alone has shifted behaviour across the team.

What has emerged is the cultural effect; shared exposure to discomfort – particularly in the ice bath – has created a level of trust and communication rarely seen in traditional office environments.

“That’s where you see it,” Matt says. “One person wants to get out, and someone else is telling them to breathe. Stay calm. Keep going.”

It is also where leadership becomes less conceptual and more physical. The same principles he applies in training, accountability, presence and discipline, are now mirrored in how the business operates day to day.

“We’re not trying to fill seats,” he says. “We’re building high performance.”

And increasingly, that mirrors a wider shift in both property and performance culture – where optimisation, environment and behaviour are becoming deeply interconnected rather than separate ideas.

In that sense, the Pain Cave is not the opposite of intelligent housing systems emerging in luxury real estate. It is the human expression of the same principle: engineered environments designed to shape how people think, recover and perform.

“It’s a privilege to be in there,” Matt says. “You’re challenging yourself physically, mentally and emotionally. And when you start your day like that, everything else feels easier.”

The post Inside the ‘Pain Cave’ and the rise of intelligent wellness living appeared first on Elite Agent.

Jason Barnett has sold a 3-bedroom house at 10 Ranger Court, Whittington, for approximately $20,000 above the top of the asking range after generating 33 offers from 9 separate parties in 10 days.

The strategy that triggered 33 offers

Jason Barnett knew the vendor needed a strategy that would generate serious interest, not just polite enquiries. The answer: a price range of $480,000 to $520,000, a week of meticulous preparation, and an online portal that ranked offers in real time so buyers could see exactly where they stood.

The transparency worked. Over 10 days, 33 offers came through from 9 separate parties — a mix of out-of-state investors, local investors, first-home buyers, and owner-occupiers all competing for the same 3-bedroom house at 10 Ranger Court, Whittington.

“I was surprised at the level of inquiry,” Jason said.

“However, I always knew that we would sell the property because the vendor set a realistic price range with my recommendation.”

The final figure came in approximately $20,000 above the top of the range, leaving 8 parties still hunting in the area.

The preparation that built buyer confidence

Jason spent a week assembling everything a buyer would need to make a decision — Section 32 documentation, expected rental return estimates, and a video walkthrough that showed both the property’s appeal and the areas needing attention.

That level of transparency gave buyers the confidence to move quickly. Jason set a deadline for offers, then presented the full picture to the vendor.

The online portal added another layer of clarity. Buyers could see where their offer sat in real time, which changed how they approached the negotiation. Some made small incremental increases; others jumped aggressively to secure the property.

What buyers noticed

The backyard setup drew consistent attention at viewings. But the real driver of competition was the value proposition: an established 3-bedroom house close to Geelong at a price point where supply is tight.

“The reason we had so many competing types of buyers was the price point to get an established three bedroom house close to Geelong is difficult at this price point,” Jason said.

That scarcity turned interest into urgency. First-home buyers competed with investors; locals competed with interstate buyers chasing Geelong’s lifestyle appeal and rental yield.

The location’s appeal

Whittington sits close to Geelong, where established 3-bedroom houses at accessible price points are increasingly difficult to secure. The median price for a 3-bedroom house in Whittington is $549,000, with the suburb recording 9.7% growth over the past 12 months. Properties in the area typically spend 39 days on the market.

The vendor’s reaction

The vendor was genuinely surprised by the level of competition. The final result exceeded their expectations — exactly the outcome Jason had been working toward.

“The vendor is extremely happy with the outcome,” Jason said.

“It’s more than he was expecting to achieve, which is what we like.”

For the 8 buyers who missed out, the search continues. Jason believes most are still active in the area, signalling ongoing demand for affordable established homes close to Geelong.

About the Agent

With over 27 years of experience in Geelong’s property market, Jason Barnett has built a reputation as a trusted advisor to hundreds of sellers and buyers across the region. As Managing Director of Barnett Real Estate, he leads a team committed to delivering exceptional results through integrity, strategic planning, and honest advice. A fully licensed estate agent and accredited REIV auctioneer, Jason’s approach is rooted in understanding each client’s unique story and goals. Visit Jason’s website for more information or call Jason on 0417585221.

The post 33 offers in 10 days: How Jason Barnett’s transparency play triggered a buyer scramble in Whittington appeared first on Elite Agent.

For many new property managers, the early focus is often on leasing property, learning legislation and handling the day-to-day pace of the role. But according to Chantelle Collin, one of the most critical skills a PM can develop starts long before a tenant moves in and sits inside one deceptively simple document: the inspection report.

“The ingoing or outgoing inspection report is probably one of the most important documents aside from the tenancy agreement,” said Ms Collin, Head of Property Management at BresicWhitney.

“It references the condition of the property, so it’s a really important document from both an owner and a tenant’s perspective.”

An inspection report, (also referred to as an ingoing or outgoing condition report), is the detailed record of a property’s condition before a tenant moves in and after they vacate. It documents everything from marks on walls and floor condition through to water damage, mould, appliances, lighting and maintenance concerns.

The report becomes the benchmark against which the property is later assessed, particularly at the end of a tenancy when questions around damage, bond claims or wear and tear can arise.

“From the owner’s point of view, it needs to be really clearly documented to protect their asset,” Ms Collin said.

“Then from a tenant’s point of view, they want to make sure it’s equally well documented so they’ve got safeguards in place when they vacate.”

That balance is why experienced PMs place so much importance on accuracy, detail and consistency; a rushed or incomplete report can create major issues months or years later.

For context, at BresicWhitney, new property managers are not immediately handed responsibility for entry and exit reports. Instead, cadets begin with routine inspections before progressing into ingoings and later outgoing inspections as their experience develops.

“That’s why we make sure this is not something they start with,” she said.

“We normally start with routine inspections first, and they’ll do a number of those before they progress to doing an entry inspection.”

The reason, she explained, is because inspection reports carry significant legal and financial weight. They directly compare the condition of the property at the beginning and end of the tenancy, helping determine what falls under fair wear and tear and what may require rectification before bond money is returned.

The process itself has also evolved significantly through technology. Rather than relying solely on standard photographs, many agencies now use 360-degree inspection cameras to create virtual walkthroughs of properties.

BresicWhitney was among the earlier adopters of the technology, which Ms Collin said has improved both transparency and accuracy.

The cameras create an interactive virtual tour, allowing owners, tenants and PMs to digitally walk through the property room by room and inspect details from every angle.

“It’s very clear and very detailed what the condition is like before someone moves in and when they exit as well, which just reduces disputes,” Ms Collin said.

The reports can also assist landlords who may not physically visit the property often themselves.

“An owner can walk through their property if they don’t live here,” she said.

“They get a really good feel for the condition themselves, which is really helpful when having conversations around maintenance and preventative maintenance.”

But while the technology has improved, Ms Collin said the fundamentals still come down to training people properly to know what they’re looking for.

For new PMs, inspections are not simply about taking photographs of visible damage; they involve carefully assessing the property for any maintenance concerns.

“Evreything has to  be documented,” she said. “You’re looking for water leaks, water ingress, obviously mould. That type of thing is really important that we make sure we get before someone moves into a property.”

PMs are also expected to check that the property is operational and safe.

“Detailing that everything works, everything’s in working condition, lights are working, and it’s all sound for a tenant to move in,” she said.

One of the more difficult concepts for new PMs to learn is how to assess fair wear and tear, an area that often becomes contentious between owners and tenants.

“Wear and tear is a very hard one to define,” Ms Collin said. “The general rule of thumb is what a property would withstand through normal living.”

Minor scuffs on walls, small marks on floors and gradual ageing are typically considered part of ordinary use. But disputes often arise because owners and tenants naturally view property conditions differently.

“This is where a lot of issues arise,” she said.

“An owner has their view of wear and tear and then a tenant has their view of wear and tear.”

Over time, PMs develop judgement through experience, tribunal matters and understanding how NCAT interprets these situations. But in the early stages of a PM’s career, detailed documentation remains the strongest protection.

For that reason, Ms Collin believes rushing inspections is one of the biggest mistakes newcomers can make.

“One thing that we say is take your time. It’s that old saying: slow down to speed up,” she said.

“It’s such an important document. You really don’t want to miss anything.”

She also believes the broader responsibility attached to PM documentation is sometimes underestimated by newer entrants to the industry.

“It’s really important that people have read it and understand it,” she said.

“I think in some businesses they’re really quick to have people doing leases, so it’s really important that everyone has thorough training and understands they are legal documents.”

Ultimately, Ms Collin said property managers need to remember that every report, lease and inspection relates to something deeply personal for both landlords and tenants.

“You’re handling someone’s home,” she said.

And despite changing technology and systems, the core lesson she learned early in her career still applies today.

“One of my really early mentors drilled it into me: cross your t’s, dot your i’s, check, double check, triple check,” she said.

“These are really important documents, and it’s important that you don’t rush them.”

The post Why inspection reports are one of the most important documents in property management appeared first on Elite Agent.

Almost $250,000 in additional tax over a 10-year holding period will be the cost difference facing an average Australian wage earner who chooses to buy an established investment property rather than a new build from July next year, under sweeping federal budget changes that are expected to fundamentally reshape the property investment market.

For higher-income earners on the top marginal tax rate of 45 per cent, that disincentive rises further, with analysis indicating the gap could reach nearly $280,000 once changes to negative gearing, capital gains tax treatment, depreciation rules and stamp duty settings are fully reflected in long-term investment outcomes.

The figures, drawn from a new analysis of current and proposed tax settings by The Australian, suggest a structural shift in the relative attractiveness of established versus newly built housing, with industry experts warning the policy changes are likely to redirect investor demand into new housing stock at scale and potentially away from the established market that first-home buyers typically rely on.

Cate Bakos, Chair of the Property Investment Professionals of Australia (PIPA), said the consequences of the changes extend far beyond individual investment decisions, warning the policy shift could reshape credit conditions, asset values and rental markets in ways that may not yet be fully appreciated.

“That’s a bad case scenario, but that has far reaching consequences beyond just the consumer,” she said.

“I think our banking system will feel it if we have asset values across the board diminish,” she said, adding that in her view the more likely outcome may not be falling prices but rather a sharp escalation in rents.

“The other one, which I think is more likely than asset values dropping, is rents going through the roof. I think we’re going to hurt our rental contingent beyond imagination.”

Ms Bakos said she expected only a “tiny few” investors would continue to buy established rental properties once the changes take effect, arguing that the economics would no longer support broad-based participation in that segment of the market.

“The cash flow scenario is just too tough and too restrictive for investors to go into established now,” she said.

She said lenders were already adjusting their models in response to the policy shift, with banks previously factoring negative gearing benefits into borrowing assessments now reassessing those assumptions.

“We’ve already had one bank update their calculators,” she said, noting that the divergence in borrowing capacity between new and established property was already material.

“One example I had was $800,000 as the borrowing capacity for new and $500,000 for established, so that already cuts out a lot of options in the established market anyway.”

According to the analysis, an average Australian earning around $100,000 who purchases a median-priced $1 million rental property next year and holds it for a decade before selling in 2037 could face a $248,000 higher tax burden if they buy established rather than newly built housing, with the difference largely driven by the loss of depreciation benefits and reduced effectiveness of negative gearing under the revised settings.

For higher-income earners on around $220,000, that gap increases to approximately $279,250, reflecting the way higher marginal tax rates amplify both deductions and the impact of their removal over time.

Ms Bakos said the behavioural impact of the changes was already becoming apparent among investors, with many reconsidering whether they should remain in the market at all or pivot toward alternative strategies.

“We’re seeing investors pivot … a lot of them have lost confidence, they’re very nervous about the impact of all of this on the property market and their asset values.”

She said those still active in the market were increasingly concentrated at the higher end of income and wealth, where borrowing capacity and cash flow allowed continued participation, particularly in established properties located in strong-performing areas.

“I am talking to investors who can still buy established in quality areas and get a good asset,” she said, noting that this group was becoming more selective and more constrained.

At the same time, she warned that shifting investor demand toward new housing could create its own distortions, including the risk of overpricing in the new-build segment as capital concentrates into a narrower part of the market.

“I’m concerned that we’ll see a bubble impact in those markets,” she said.

“The intrinsic value of a new property for an investor right now lies in its tax deductibility, and that’s only a one-hit wonder. Once you’ve bought it, if you have any reason to sell, you might be dealing with something that’s hard to offload for the same price you paid for it.”

Ms Bakos also cautioned against what she described as growing misinformation among retail investors, particularly on social media, where she said inexperienced commentators were encouraging buyers toward commercial property or speculative strategies without sufficient understanding of risk.

“There are a lot of so-called finfluencers who are essentially running a business and giving advice they’re not qualified to give,” she said. “I think that’s frightening. People are blindly following advice, and they may not like what happens to the markets they’ve been buying into.”

Looking ahead, she said the worst-case scenario for the established housing market would be either a broad decline in dwelling values or a significant escalation in rents driven by reduced investor participation and tightening supply conditions, both of which would carry broader systemic consequences.

“No Australian who owns a home wants to see their values drop,” she said, “but that would have far-reaching consequences beyond just the consumer. The banking system would feel it if asset values across the board diminish. And the other scenario, which I think is more likely, is rents going through the roof. We’re going to hurt our rental contingent beyond imagination.”

The post $280,000 tax hit set to rewrite Australia’s property market as investors flee established homes appeared first on Elite Agent.

Mark Josem has sold a 5-bedroom family home on 1,129m² at 89 Broadway, Camberwell, for mid-$4 million after 21 days on market via private treaty to a buyer sourced through Instagram.

Mark Josem secured mid-$4 million for a 5-bedroom, 2-bathroom house on 1,129m² at 89 Broadway, Camberwell, after the buyer discovered the property through Instagram video content rather than traditional portal searches.

The buyer — an upsizing family — wasn’t actively looking in Camberwell when Mark’s social media campaign caught their attention, illustrating how platform-based marketing can expand reach beyond suburb-specific search parameters.

Dual-channel approach in a challenging market

Mark ran the standard portal campaign but added Instagram storytelling in parallel, using video content featuring the vendor doing the talking.

“We expand the audience through social reach,” Mark said.

“The authentic nature of the content has been received as a refreshing change to the real estate industry. When you’re on portals, your search is defined by the suburbs you enter. Social media gives us an opportunity to attract buyers to a property they may not have as their suburbs they’re navigating.”

In what Mark characterises as a challenging market, the additional channel proved decisive.

“Having a pathway to generate an additional one or two buyers is the difference between a poor result and an excellent result,” he said.

The generational appeal

Broadway in Camberwell is a prestigious address characterised by large allotments and generational properties that rarely turn over. The street attracts long-term holders, with over 60% of residents holding properties for more than a decade, similar to other tightly held inner-Melbourne family pockets like Studley Park and Kew’s Barkers Road precinct.

For the purchasing family, the property represented a forever home.

“This is the home that their family will never grow out of because of the space, because of the size, because of the proportions,” Mark said.

“That’s why the vendor bought it. That’s why the purchaser bought it. And we’re sure that’s why the next family will buy it too.”

Preparation and presentation

Mark prepared the property with flooring updates, wall refinishing, and professional staging to ensure it competed effectively in a market where buyers have choices.

“Presentation is very important in a current market because buyers have choices and it needs to be an appealing proposition,” he said.

The property sold via private treaty after 21 days on market.

What it means for Camberwell sellers

Mark’s advice for property owners considering a sale centres on audience expansion.

“The most important thing to selling your home is to make sure that as many buyers are seeing your property as possible,” he said.

“You need to make sure that your agent is expanding the audience and not just relying on the portals.”

The vendors were pleased with the outcome and excited about the next family enjoying the home.

About the Agent

Mark Josem is the founder of Storyhouse and an Inner East Melbourne specialist in family homes across Boroondara and surrounding suburbs. With more than a decade of experience, he combines proven selling fundamentals with story-led, video-first marketing and conducts bilingual English–Mandarin auctions. For more information email Mark or call on +61 488856736

The post Social media storytelling finds buyer for Camberwell family home appeared first on Elite Agent.

The NSW Government has reversed a ban on secondary dwellings in lower-noise areas near Western Sydney International Airport, opening the door for granny flats and studios across parts of five local government areas.

The planning changes apply to land within the ANEC 20-25 noise contour – areas forecast to experience lower aircraft noise levels – in Wollondilly, Camden, Fairfield, Liverpool and Penrith.

Homeowners in eligible zones can now build secondary dwellings up to 85 square metres, provided they include noise attenuation measures such as double-glazed windows.

The amendments to the Western Parkland City State Environmental Planning Policy use the Australian Noise Exposure Concept map, a long-term planning tool that forecasts aircraft noise based on various operational scenarios, including a potential second runway.

Areas expected to experience higher noise levels remain restricted.

“We’ve already delivered major reforms to speed up planning, increase housing supply and make it easier to build more homes in the right locations, and these changes are another practical step forward,” Minister for Planning and Public Spaces Paul Scully said.

The changes are designed to support multi-generational living arrangements in a region experiencing significant population growth, allowing families to build additional accommodation for adult children, ageing parents, or extended family members.

Wollondilly MP Judy Hannan said local families had been asking for more flexibility.

“Local families have been telling me they want more flexibility to support their children, parents and extended families close to home,” she said.

The Western Sydney International Airport is scheduled to open later this year as Sydney’s first curfew-free airport.

The post Granny flats take flight near Western Sydney International Airport appeared first on Elite Agent.

The federal government’s planned changes to negative gearing will do more than reshape investors’ tax positions. 

They could significantly reduce how much property investors can borrow in the first place.

That’s the warning from Alex Veljancevski, mortgage broker and founder of Eventus Financial, who says lenders currently factor negative gearing tax benefits into their serviceability calculations – meaning the proposed reforms will directly affect loan approvals.

“Most people think negative gearing is just a tax refund at the end of the financial year, but lenders actually use those projected tax benefits to increase borrowing capacity upfront,” Mr Veljancevski said.

“If those benefits are reduced or removed for established properties, a lot of investors who qualify today may not qualify in the future.”

The 2026–27 Federal Budget proposes limiting negative gearing to new builds from 1 July 2027. 

Investors purchasing established properties after Budget night would no longer be able to deduct rental losses against wages or salary income.

Mr Veljancevski modelled a scenario using a single applicant earning $100,000 gross per year, living at home with no existing debt and no rent obligations.

“Under current settings, this borrower can access approximately $750,000 for an investment loan, with negative gearing factored in,” he said.

“Remove negative gearing from the equation, and that same borrower can access approximately $600,000. 

“That is a $150,000 reduction, or a 20 per cent drop in borrowing capacity, despite no change to income, expenses or interest rates.”

The timing compounds existing pressure on investors. 

Higher interest rates have already eroded borrowing power, with Mr Veljancevski noting that each 0.50 percentage point rate increase reduces capacity by approximately 5 per cent.

“Investors are potentially facing a double hit with higher assessment rates from lenders and reduced servicing benefits from negative gearing changes.”

The government projects the reforms will support around 75,000 additional homeowners over the next decade while slowing house price growth by around 2 per cent over several years. 

Budget papers estimate rents would rise by less than $2 per week.

But Mr Veljancevski flagged potential consequences for rental supply if investor activity drops too sharply.

“We’ve already seen a lot of investors reassess their plans over the last couple of years because of what rising rates have done to their numbers,” he said.

“If you then layer on a 20 per cent hit to borrowing capacity because negative gearing is no longer part of the servicing equation, fewer investors can qualify for loans and you could eventually see less rental stock entering the market.”

He said the government’s strategy relies on new builds – but that won’t happen immediately.

“The government is banking on new builds filling the gap,” he said.

“That may well happen, but it won’t happen overnight, and renters will feel any shortfall in the meantime.”

For investors considering established property purchases, Mr Veljancevski expects many will seek advice well ahead of the July 2027 implementation date.

“The main thing investors should understand is that this isn’t just about future tax returns,” he said.

“It could materially change how much a bank is willing to lend them in the first place, and that flows through to purchasing power, investment strategy and long-term wealth creation.”

The post Budget’s negative gearing changes could cut investor borrowing by 20% appeared first on Elite Agent.

Most agents collect data. Few actually use it to gain a meaningful advantage.

Head of Data and Analytics at Harcourts, Nick Jewitt, has spent nearly five years building Harcourts’ business intelligence capabilities, and believes that using data as a tool rather than a resource could be the difference between thriving and surviving in the months ahead.

“I think people think of it as a resource, a thing you collect and report on,” Nick says. 

“But where there’s real value is when data actually becomes a tool, and that’s where it becomes really useful.

“It’s trying to shift that mindset from thinking data is something that you have and moving it to something that you use.”

Back to basics, but smarter

That distinction matters more now than it did six months ago. 

With softening conditions emerging across Melbourne and Sydney, the market that rewarded almost any activity is giving way to one that demands genuine preparation.

“It stopped being the shooting fish in a barrel scenario where things were selling within days. Things are going to start selling in weeks or even months,” Nick says. 

“You’ve got to go back to the basics of making sure your pipeline and your database are constantly being nurtured.”

But for Nick, back to basics doesn’t mean abandoning measurement; it means measuring the right things more carefully. 

And in a market where every listing matters more, knowing exactly what to measure becomes critical.

“In a market like we’re currently in, you’ve got to make sure you are winning the listings,” Nick says.

“And if you are winning the listings, you are then able to convert those listings into sales because it’s going to get tough.”

The agents who will stand out, Nick believes, are those who are genuinely prepared, and preparation requires knowing what to measure.

The four pillars

Through his work building Harcourts’ data infrastructure, Nick has developed a framework for thinking about the metrics that matter. 

It applies equally to sales consultants, business owners, and property managers.

Pipeline: Are there enough opportunities in the system? 

This is about ensuring you have sufficient prospects to achieve your income goals.

In a market where listings are harder to win, the agents who’ve been nurturing their database will have a significant advantage over those who relied on inbound enquiry during busier times.

Conversion: Are you winning the listings you pitch for? 

Nick talks about “sharpening your axe” – identifying the specific stages where you might be falling down. Is it negotiations? Presentations? Appraisals?

Without measuring conversion at each stage, you’re guessing at what needs improvement.

Health: This isn’t about personal wellbeing (though that matters too). Nick means business health.

Is your operation built to sustainably grow? Are you planning for the future?

 Sales consultants, he argues, need to think of themselves as a business – because that’s what they are.

Market: Do you understand your territory well enough to position yourself effectively? 

This means knowing your suburb intimately, understanding what competitors offer, and being able to articulate how you’re different.

“If you understand those four things, you’ll be in good step to be a data-led agent,” Nick says.

For business owners: know your numbers

While team performance tracking is standard practice, Nick believes many agency principals and business owners don’t have sufficient visibility into their financial position.

“Especially in this current market, if you’re not down to the level of detail and understanding all your ins and outs and your costs, you might get caught out,” he says.

Nick suggests the first step is to understand the financial side of your business well enough to ensure you’re running a profitable and sustainable operation.

“Now more than ever, you’ve got to be really on top of that side of things.”

The technology shift

Behind the scenes, Nick’s team has experienced a significant change in how they work.

The rise of AI-assisted development has reduced timelines dramatically.

“If we ever wanted to create something custom or a little bit more intricate than a standard table or graph, you would get an external provider or someone internally might do it, but it would have taken three to six weeks and cost $30,000 to $100,000 depending on how intricate it was,” Nick explains.

“We’re now moving to a world where that takes two to four weeks and costs zero dollars – just the platform usage of whatever AI you’re using.”

This acceleration isn’t confined to large franchise networks. 

Nick is seeing similar shifts across the industry wherever someone with technical curiosity is willing to experiment.

“People that were probably doing some really cool things in Excel are now building custom visualisation, custom apps that they’re then able to use and release to the network,” he says. 

“If they’ve got someone who is a bit tech savvy and can work out the data connection side of things, AI is unlocking that for people.”

The opportunity in preparation

For agents reviewing their own data practices, his framework offers a useful starting point. 

Four questions to ask yourself: Is my pipeline healthy? Am I converting at each stage? Is my business sustainable? Do I truly understand my market?

The agents who can answer those questions with confidence – backed by actual numbers rather than gut feel – are the ones, Nick says, who are positioned to handle whatever the market delivers next.

The post The framework that turns data from a burden into a business advantage appeared first on Elite Agent.

Harcourts Tasmania has raised $30,000 at its annual awards dinner – the highest amount the region has ever collected at a single event for the Harcourts Foundation.

The standout moment came during the live auction, when two local offices competed fiercely for the chance to have Martin Cooper spend a day working in their business.

Martin leads Harcourts Cooper & Co in New Zealand, which has been ranked the number one Harcourts franchise globally for 13 consecutive years. 

He has personally sold more than 500 properties by auction and called over 2,000 auctions across his career.

“Watching two of our offices stubbornly battle it out for a day with Martin was brilliant to watch,” Tony Morrison, co-CEO of Harcourts Tasmania said.

“It was incredibly exciting to see young entrepreneurs within the Harcourts group prepared to invest so much money into the betterment and development of their business.”

Co-CEO Kate Littlejohn said the evening had a different energy this year.

“There was a genuine sense of partnership and a shared desire to give back to the communities that support us year-round,” Kate said.

Martin said the winning offices had made a significant commitment, and he intended to match it.

“They have committed heavily to improving their businesses, and I am equally committed to ensuring they receive a strong return on that investment through targeted support, coaching, systems, and leadership,” Martin said.

“My intention is to provide as much help as possible to these two businesses in Tasmania.”

The funds raised will support local charities and community initiatives through the Harcourts Foundation.

The post Harcourts Tasmania smashes fundraising record with $30,000 charity auction appeared first on Elite Agent.

A career built on momentum

A career in real estate can give you a level of autonomy, earning potential and personal growth that’s hard to find elsewhere. What you put in tends to show up in the results, especially when you back yourself with consistency, resilience and a willingness to keep learning.

For many, the goal is a strong sales career. For others, sales is also the starting point for something longer term: stepping into leadership and, eventually, ownership. The move from salesperson to principal isn’t a rare leap. It’s a well-worn path, and one you can approach with a plan, the right support and the right environment around you.

Laying the foundations for leadership

Early in your career, success is often measured in transactions: listings won, deals closed, and relationships built. Over time, something more valuable starts to take shape. You earn repeat business, referrals become more consistent, your pipeline is steadier, your local brand is stronger, and your confidence grows.

This is also the stage where many high-performing agents realise they can’t do everything alone forever. To maintain momentum, they start to build a team, whether that’s an associate, an administrator or a marketing specialist. Learning to delegate, collaborate and trust others is often the first real step into leadership.

It’s worth recognising that those skills aren’t separate from ownership, they’re the foundations of it. If you’re thinking about stepping into leadership, it’s also a good time to look closely at the training available to you and the value of investing in your own development. Being part of a network can accelerate that journey by providing structured support and a community of people who have already made the move.

LJ Hooker Schofields | Riverstone Director Sanjeev Kumar is a strong example of what can happen with the right support in place. Starting as a remote agent just six years ago, he has since built a business spanning two offices, leading a team of 16 across Sydney’s northwest. His journey shows how the right network, guidance and systems can help turn individual success into scalable business ownership.

“LJ Hooker helped me to become a leader by teaching me how to grow a great team, build relationships and recruit the right people,” Mr Kumar said.

From high performer to business thinke

As your team grows, so does your ability to scale. You begin to focus more on the areas where you add the most value, while empowering others to do the same. The shift from being solely responsible for your own performance to influencing the performance of others is significant, and it’s often where ownership starts to feel like a real next step.

It’s also where your mindset begins to change. Success is no longer just about personal output; it’s about understanding the numbers behind the business. You start engaging more deeply with reporting, using insights to identify trends, guide decision-making and plan ahead. Accountability takes on a different meaning too, with greater focus on delivering against a clear business plan, supported by consistent and targeted marketing.

Ambition plays a central role in this transition. The same drive that helped you build a strong sales career is what prompts the next question: how do you leverage that experience into something bigger?

Stepping into ownership

Owning a real estate business provides that opportunity. As a principal, your focus expands beyond individual transactions. You’re responsible for building a team, shaping culture and creating an environment where people can succeed. Your role becomes less about personal sales volume and more about leadership, guiding others to reach their goals while growing the overall business.

There are also different pathways to ownership and understanding them helps you choose the right next step. Some agents move into ownership through a spawning model, launching a new office and building from the ground up. Others take a nesting approach, stepping into an existing business or partnering within an established structure, allowing them to grow with the support, systems and client base already in place. Both options can be effective, and the right fit often comes down to your appetite for risk, your experience and the level of support you value.

What tends to remain consistent is the mindset shift required. Sales success can be driven by competition: winning listings and outperforming others. Ownership, however, is built on collaboration. It’s about creating a positive, high-performance culture where people are motivated to contribute, improve and succeed together.

Building a culture that drives performance

Creating that culture doesn’t happen by chance. It requires clear processes, consistent communication and a genuine investment in your people. The most effective principals understand their team’s strengths, place trust in them and provide the tools and support needed to perform at a high level. In many ways, it mirrors what successful agents already do, just on a larger scale.

Matthew Farrugia is a strong example of this progression. After walking into LJ Hooker Terrigal office looking for a job more than a decade ago, he worked his way through the ranks to business ownership, drawing on the support of the network and those around him to shape a culture focused on shared success.

“If our team is successful, then we will all be successful. I wouldn’t be where I am today without having someone who believed in me,” Mr Farrugia said.

With that support and culture, Mr Farrugia quickly became one of LJ Hooker’s top-performing agents, regularly recognised through awards. His journey reinforces the importance of structure. From onboarding and training through to performance management and planning, the right framework gives teams clarity and keeps growth sustainable, not reactive.

The power of the right network

Transitioning into ownership is a major step, but it doesn’t have to be taken alone. Being part of an established brand provides access to proven systems, shared knowledge and a community of experienced business owners who have already navigated the journey.

Mr Kumar and Mr Farrugia are clear examples of what the right support can unlock, not just in the early stages of ownership, but over the long term.

“LJ Hooker gave me the belief to open my own business,” Kumar said. “We have developed a strong rapport with other agents and valuable support within the network.”

Across Australia and New Zealand, there’s a strong culture of collaboration within LJ Hooker, with principals regularly connecting, sharing insights and offering guidance. That openness is reassuring for new owners, and it can be instrumental in helping them succeed. It also reinforces an important point: while real estate can be an individual pursuit at the sales level, ownership thrives on connection.

Preparing for the next step

The pathway to ownership looks different for everyone, but with clarity on the steps and a deliberate focus on development, building leadership capability, understanding the operational side of the business, and leaning on the right support, more agents are taking the step from salesperson to principal and beyond.

The post From salesperson to principal: what a real ownership pathway looks like appeared first on Elite Agent.

Swimming legend Grant Hackett and his wife, Sharlene, have put their Brighton block of land on the market, walking away from plans to build a sprawling family home on one of Melbourne’s most prestigious streets.

The 1,181-square-metre site at 7 Mulgoa Street comes with approved plans for a residence featuring a basement level, two above-ground floors, an indoor lap pool, an outdoor water feature, home gym and cinema.

The couple paid $8.5 million for the vacant block in 2024 and is now seeking $8 million to $8.8 million through Marshall White’s Campbell Butters, with expressions of interest closing June 9.

A sale at the asking price would leave the Hacketts with little to no profit on the land. Combined with the $7.4 million sale of their Rothesay Avenue home in March last year, they will have sold close to $16 million worth of Brighton property in roughly 18 months.

Marshall White agent Campbell Butterss said the Mulgoa Street block, with more than 25 metres of street frontage, is one of the wider blocks currently available in Brighton. Campbell told realestate.com.au a buyer could add a build worth as much as $10 million to the block, and that the approved plans remain active for anyone who wants to explore them.

“Particularly for the really good spots, and this is one of those,” Campbell said.

“And you are surrounded by dream homes.”

The agent said a buyer could add a build worth as much as $10 million to the block, and that the approved plans remain active for anyone who wants to explore them.

Campbell noted Brighton’s top end has remained relatively robust, with strong buyer interest in premium properties.

The address sits among Brighton’s most elite streets, surrounded by mansions and a short walk from the beach and yacht club.

Grant won gold in the 1500-metre freestyle at the 2000 Sydney Olympics and again in Athens in 2004, though he was at times bested by fellow Australian swimming great Ian Thorpe along the way. He added silver and bronze medals at the 2008 Beijing Olympics and claimed multiple World Championship titles.

Since retiring from competitive swimming, Grant has worked as a commentator and television presenter. He currently serves as chief executive of Generation Development Group.

The post Grant Hackett lists Brighton block after abandoning grand home plans appeared first on Elite Agent.

Australia’s real estate agency sector is entering what is being described as a structural turning point in how business wealth is built, structured and ultimately realised.

Federal budget reforms now moving through the policy pipeline are, in this view, not incremental adjustments but a fundamental recalibration of the relationship between business ownership, taxation and exit outcomes. While the changes remain subject to final legislation, the direction of travel is already reshaping behaviour across the industry.

According to Steven P. Rider, Chartered Accountant and Founder of TENfold Wealth Accountants, the scale and timing of the reforms are driving uncertainty for agency principals, rent roll owners and property management businesses that have long relied on established trust and capital gains structures.

The pressure point, according to Mr Rider, is not only the substance of the reforms but the timing and volume of change arriving at once. He points to the convergence of compliance deadlines, budget announcements and ongoing consultation processes as creating an environment where both advisers and clients are trying to interpret shifting rules in real time. In his view this has created a level of uncertainty that is now influencing decision making before legislation is even finalised.

“The Budget has landed at a time where clients are already stretched and trying to make sense of multiple moving parts at once. You have lodgement deadlines, you have last minute compliance pressure, and then suddenly you have a Budget that materially changes the way structures have been used for decades. That combination is what is creating the shock,” he said.

For real estate principals, franchise owners and rent roll operators, the most significant concern is the treatment of discretionary trusts, which have long been central to agency ownership structures across Australia. These entities have traditionally provided flexibility in income distribution and intergenerational planning, particularly in family run businesses where multiple stakeholders participate in the economic outcomes of the agency.

Mr Rider says that flexibility is now being materially reduced under the proposed framework, with consequences that extend well beyond technical tax settings.

“This is the biggest structural tax change the industry has faced in decades, and I don’t say that lightly. What we are looking at is effectively the dismantling of the flexibility that discretionary trusts have provided to small and medium business owners, particularly in industries like real estate where income distribution and family involvement have always been part of the structure.

“For a long time the value of a discretionary trust was flexibility. It allowed you to allocate income in a way that reflected family circumstances, reinvestment needs and broader tax planning. What these changes do is remove a lot of that discretion at the point where tax is actually applied, so instead of flexibility you are now looking at a much more rigid outcome and in many cases a minimum effective tax rate around 30 per cent.”

He argues that the broader implication is a shift in philosophy rather than a narrow technical adjustment. In his view, the policy direction reflects an increasing alignment between business income and standardised personal tax treatment, reducing the structural advantage historically associated with small business ownership.

“There is a clear shift in philosophy here. It used to be that business owners had structural tools to manage tax outcomes over time. What we are now seeing is a move towards alignment where business income is being treated much more like employment income in terms of its final tax outcome. Whether that is intentional or not, the result is the same.”

Capital gains tax settings are another major concern for agency owners, particularly those who have built businesses over long time horizons with the expectation that the 50 per cent discount would remain a core feature of exit planning.

Mr Rider says this assumption is now under material pressure, and that its erosion will flow directly into both valuation behaviour and buyer negotiation strategies.

“For a long time the 50 per cent capital gains discount has been embedded in how people think about building and selling businesses. It is not just a technical rule in people’s minds anymore, it has become part of the psychology of business ownership.

“People build rent rolls and agencies knowing that when they exit there is a significant tax advantage that recognises long term risk and effort. What is changing now is that people can no longer assume that outcome will be available in the same form or at the same scale. That changes everything about how you model an exit. It changes valuation expectations, it changes buyer behaviour, and it changes the conversation between buyers and sellers because the tax leakage becomes a central part of the transaction rather than a secondary consideration.”

He also points to a looming operational challenge that is receiving less attention but could have significant practical consequences if the reforms proceed in their current form. A proposed valuation reset period around 2027, which may require widespread reassessment of business and asset values, could create what he describes as a system wide capacity constraint.

“One of the things that is not yet fully understood is the scale of valuation work that will be required if these measures proceed as outlined. If you are effectively asking the market to reset asset values across a wide range of business and property structures at a fixed point in time, you are creating a very significant bottleneck.

“There are simply not enough qualified valuers in the system to handle that volume efficiently. You are not just dealing with availability, you are dealing with cost pressure and consistency of methodology, and in tax environments consistency matters enormously. If valuations are not consistent or are interpreted differently across advisers or jurisdictions, you introduce disputes and uncertainty at exactly the point where people need clarity.”

For those establishing new agencies or property management businesses, Mr Rider says the structural direction is already clear. In his view discretionary trusts are no longer a viable starting point under the emerging framework, and corporate structures are likely to become the default model for new entrants.

“There is no way I would be recommending a discretionary trust structure for a new agency or property management business under the proposed framework. Those structures were built for a different tax environment. If you are starting today you are almost certainly looking at a company based structure, potentially with more sophisticated internal share arrangements, but fundamentally it will be a corporate model rather than a trust model.”

He says advisers are already working on alternative mechanisms to replicate some of the flexibility previously provided by trusts, particularly in relation to family participation in income streams without direct control over governance.

“We are looking at ways to achieve similar outcomes through share class structures. So instead of distributing income through a trust you may have different classes of shares that allow for economic participation without necessarily giving control. That is not identical to a trust, but it is one of the few tools left in the corporate framework that can achieve a similar result.”

For existing agency owners, the most immediate implication is not structural design but exit economics. Mr Rider says buyers will increasingly price acquisitions based on after tax returns rather than headline valuation metrics, which will inevitably reshape expectations across the sector.

“This is not just a compliance change. This is a valuation change. If the tax outcome on sale is materially different, then the value of the business from a buyer’s perspective changes. Buyers do not pay based on gross assumptions in that environment. They pay based on net return, and that shifts pricing.”

He believes this will place downward pressure on offers, not because underlying businesses are weaker, but because realised value is reduced once tax is accounted for.

“In practical terms what I would expect to see is downward pressure on offers, because buyers will factor in higher tax leakage when they model returns. That does not mean businesses are worth less in operational terms, but it does mean the realised value to the seller may be lower than historical expectations.”

Throughout the interview, Mr Rider returns to a central warning for agency principals navigating the transition period. He says the greatest risk is not structural complexity but delay in responding to change, particularly where timing and valuation thresholds are involved.

“The biggest risk right now is doing nothing. People assume they can wait for final legislation, but the reality is that key planning decisions are already time sensitive.

“If you miss transition windows or valuation points, you may permanently lose access to concessions that were previously available. This is not something that can be handled casually or at the margins. The difference between getting structure right and getting it wrong in this environment can be measured in hundreds of thousands or even millions of dollars over the life of a business and at exit.”

Evidently, the sector is moving into a fundamentally different operating environment where long held assumptions about wealth creation in real estate no longer apply in the same way.

“The simple truth is that the environment has changed. It is no longer just about what you earn. It is about what you retain after structure, tax and timing are applied, and that is what business owners now need to plan for.”

Read more about the Federal Budget small business changes here.

The post The trust era is ending: A chartered accountant’s view on what agency owners need to know about Australia’s structural tax shift appeared first on Elite Agent.

Craig Taylor has spent eight years at Ray White Rural Murwillumbah. Now he and his wife Sonya are taking over the business.

Craig joined the office in 2017 after two decades in the industry spanning commercial leasing, property management, and residential, commercial and rural sales. 

Sonya brings corporate sales and recruitment experience to the ownership team, stepping into an administration and compliance role.

“With all the legislation and compliance changes in the industry we felt that we needed to focus to ensure we do right by our clients,” Sonya said.

“We are structured for both stability and growth.”

The Murwillumbah market presents particular challenges. 

Situated on the Tweed River between Byron Bay and the Gold Coast, the area carries flood risks that Craig says require honest conversations with buyers and sellers.

“Good honest information is so important and is the foundation of trust,” he said.

“That’s not something you can manufacture. I use that to genuinely empower vendors and buyers to make confident and informed decisions – that builds reputations.”

The Taylors are positioning quality over volume in a market that has shifted significantly since the pandemic boom, when border restrictions drove intense buyer demand.

“Most people buy or sell a home once, maybe twice in their lifetime. They deserve an agent who respects that and makes the entire process easy for them,” Sonya said.

Sonya grew up in Murwillumbah, where her family worked in real estate. 

She spent over 15 years in corporate sales and recruitment before nearly a decade in education.

The couple are upgrading technology and processes at the office while maintaining their community focus.

“Operating under the Ray White banner gives us something rare in regional real estate – the credibility and reach of Australia’s largest real estate network, combined with the intimacy of a locally owned, community-driven office,” Craig said.

Ray White Rural CEO Matt White welcomed the transition.

“Craig and Sonya have been part of the Ray White family for nearly a decade, and seeing them step fully into ownership of the Murwillumbah office is a proud moment for our entire network,” he said.

The post Ray White Rural Murwillumbah changes hands after eight-year lead-up appeared first on Elite Agent.

Auction conditions have softened across Australia this week as the market reacted to this week’s federal Budget, with early indicators showing lower buyer attendance, weaker clearance rates, and signs of hesitation at the inspection level.

“The Budget contained major changes to housing tax settings, particularly around negative gearing and capital gains tax. While these changes are not immediate, they are significant enough to add uncertainty for buyers, sellers and investors as the market works through what they will mean,” said Nerida Conisbee, chief economist for the Ray White Group.

The most immediate shift has been in open home activity; nationally, attendance fell to 2.1 attendees per property, down from 2.5 last week and well below 3.4 a year ago.

“This suggests that some buyers are stepping back, at least temporarily, as they assess the impact of recent policy changes, higher interest rates and broader economic uncertainty,” Ms Conisbee said.

Auction performance also eased and the preliminary clearance rate fell to 56.2 per cent nationally, down from 59.4 per cent last week and 65.6 per cent a year earlier.

Auction volumes remained steady at 666 properties nationally, compared with 574 in the same week last year.

Buyer competition held relatively stable, with average active bidding easing slightly to 2.1 bidders nationally – Sydney was an outlier, recording 2.5 active bidders, up despite softer broader conditions.

“This suggests that while fewer people may be attending open homes, committed buyers are still present in some markets,” he said.

“The main issue remains confidence. The Budget changes are substantial, and it will take time for households and investors to understand how they affect decision-making. Open home attendance is often one of the earliest indicators of sentiment, so the sharp fall this week is worth watching closely.

“Overall, this week’s data suggests buyers are becoming more cautious, particularly at the inspection stage. The next few weeks will be important in determining whether this is a short-term pause after a major policy announcement, or the beginning of a more sustained adjustment in demand.”

Investor data from Ray White shows investors currently account for 25 per cent of properties sold under the hammer. Of those, 72 per cent purchase in the $550,000 to $950,000 range, while 28 per cent are in the $1.2 million to $2.5 million bracket.

Investor participation has also eased, falling from 30 per cent in mid-2025 to 24 per cent currently.

Haesley Cush, CEO of the Ray White Collective said conditions remained uneven, with resilience still evident in parts of Brisbane’s middle and prestige markets.

“The general sentiment from the market is that the budget, specifically to deter investors, won’t do anything for Queensland prices,” he said.

“At Ray White Collective, we have sold less than two per cent of our properties to residential investors over the last six months. They have been losing out to the overstimulated first home buyers.”

He warned that reducing investor participation could have broader market consequences.

“Pulling them out of the market will remove underbidders from the market,” he said.

“The only impact it will have: making the problem worse for tenants. We have already had an issue with investors selling to first home buyers. On the rare chance that an investor would have beaten them, to create a rental property for more tenants, this will just dwindle that even further.”

“The problem is coming down the track when we need residential investors (for tenants) and they are all gone,” he said. “They are already usually the underbidders at the moment.”

“Investors haven’t really been at play and now they certainly won’t be,” he said.

“The thing that will bring investors back in will be the increase in rents off the back of limited supply; which isn’t good news for tenants.”

The post Tax overhaul triggers caution in auction market as sentiment softens post-Budget appeared first on Elite Agent.

Homeowners in Sydney’s Northern Beaches pocketed a median profit of $810,000 on resales over the year to April 2026 – the highest of any region in Australia.

The data from realestate.com.au reveals that loss-making resales remain rare across most markets, with the vast majority of property owners continuing to sell for more than they paid.

Sydney’s Eastern Suburbs recorded the second-highest median profit at $779,000, with 96.2 per cent of resales profitable. 

Baulkham Hills and Hawkesbury followed at $750,000.

Queensland dominated the remainder of the top 10, with Brisbane West ($640,000), Brisbane South ($578,500), and the Sunshine Coast ($565,000) all recording strong median gains.

Every region in the top 10 for median profit was located in either New South Wales or Queensland.

When measured by the share of profitable resales, Queensland regions swept the top positions. 

Brisbane North and Moreton Bay South both recorded 99.9 per cent profitability – meaning virtually no sellers lost money.

“Analysis of properties resold with multiple prior sales shows that homeowners have made exceptionally large capital gains in the past year,” Megan Lieu, Senior Economic Analyst at REA Group said.

“Profits in many Brisbane regions, lifestyle hubs in regional Queensland and blue-chip areas within Sydney have risen substantially.”

The Gold Coast generated the largest total resale profits of any region, with an estimated $5.31 billion in gains over the 12 months. 

Sydney’s North Sydney and Hornsby followed at $4.05 billion, and the Sunshine Coast at $3.38 billion.

Ms Lieu said these strong equity positions would likely limit forced sales, even as higher interest rates affect buyer demand.

“Almost all property owners with a loan are currently in positive equity, meaning they have a buffer against an increase in mortgage repayments,” she said.

“This allows them to take actions such as lowering their expenses, refinancing their loans or depending more on their savings to offset these rising servicing costs.”

While price growth is expected to slow and decline in some regions, Ms Lieu said the widespread equity buffers would support a gradual easing rather than sharp falls.

“With a large proportion of owners in this position, the number of forced sales is likely to be low,” she said.

“These equity buffers will limit cases of distressed selling and support the gradual easing in prices, reducing the likelihood of abrupt and destabilising price falls.”

The post Sydney’s Northern Beaches leads the nation in resale profits appeared first on Elite Agent.

There’s no single task that’s breaking property management.

It’s the accumulation of everything.

The emails that require context-switching. The legislation questions that interrupt your day. The tenant calls that could have been avoided. The reporting that takes longer than it should. None of it is new. But the volume is.

And for many agencies, it’s reaching a point where small inefficiencies are compounding into something much bigger.

Kolmeo, the Australian property management platform, is responding to this with the launch of Kolmeo Labs – a dedicated fast-moving innovation stream designed to apply new technology directly to the pressure points property managers face every day.

The first release from Kolmeo Labs is a suite of AI tools built around the work property managers are already doing, not as a new system to learn or log into, but a layer of intelligence across the platform they’re already in.

The tools include:

• Labs Inbox: AI-assisted email responses and thread summaries
• Labs Check: instant answers to legislation and compliance questions
• Labs Chat: tenant-facing chatbot for queries and maintenance triage
• Labs Report: on-demand portfolio insights without manual reporting
• Labs Guide: task planning and prioritisation across your portfolio

At the heart of each tool is Kleo, Kolmeo’s unified AI property management assistant. Kleo doesn’t just answer questions, it offers to take the next step. Ask about a compliance obligation and Kleo will draft the notice. The intent is to reduce the gap between knowing what needs to be done and actually doing it.

Starting with where time actually goes

One of the clearest examples is email.

For most PMs, a significant portion of the day is spent reading through threads, understanding context, and drafting replies, often for issues that have already been discussed multiple times.

Labs Inbox is designed to reduce that load by reading the full conversation history and suggesting responses based on it. It also summarises threads at a glance, so PMs can understand what’s happening without reopening every email.

It’s not removing email, it’s reducing the effort required to stay on top of it.

The compliance question that never really goes away

Legislation is another constant.

Property managers are expected to know state-specific rules, interpret changes, and apply them correctly, often while managing multiple properties across different scenarios.

Labs Check approaches this differently. Instead of searching for answers, PMs can ask questions directly about a property, a situation, or a rule, and receive a plain-language response, backed by legislation and paired with suggested next steps.

It shifts compliance from something you stop to look up to something you can resolve in the flow of work.

After-hours doesn’t have to mean unanswered

Tenant communication is another area where time expands beyond the workday.

Many enquiries are simple, but still require a response. And when they don’t come through immediately, they add to the next day’s workload.

Labs Chat is designed to handle that front layer. It sits within the tenant experience, answering common questions, guiding maintenance requests, and identifying urgency, particularly after hours.

More complex or sensitive issues are still escalated, but the volume of routine communication is reduced.

From reporting to answering questions

Reporting is another area where time adds up.

PMs often need to pull information from multiple places just to answer straightforward questions about their portfolio, like arrears, lease expiries, or upcoming actions.

Labs Report removes that step. Instead of building a report, PMs can ask a question and receive a direct answer, with the option to act on it immediately.

It’s a shift from compiling data to using it.

Managing the work that hasn’t been done yet

Perhaps the less visible challenge is prioritisation.

With so many moving parts, much of property management becomes reactive, responding to what’s
urgent rather than what’s important.

Labs Guide focuses on this layer, helping PMs organise and prioritise tasks across their portfolio, bringing more structure to what is often an unstructured workflow.

A different way of thinking about tools

What’s notable about Kolmeo Labs isn’t just the introduction of AI, but the specificity of its use.

Each tool is built around a task that already exists, something PMs are already doing, often repeatedly, and often manually.

The goal isn’t to introduce new behaviour, but to reduce the time and effort behind existing ones.

There’s a wider change happening in property management technology.

For a long time, platforms have focused on structure – storing information, managing workflows, and improving processes.

What’s emerging now is a layer that sits on top of that, helping teams interpret information, make decisions faster, and reduce the cognitive load that comes with managing large portfolios.

Kolmeo Labs is one example of that shift.

And while it won’t remove the complexity of property management, it does point to a different approach, one where the system does more of the work that currently sits with the individual.

For agencies looking to understand how these tools work in practice, Kolmeo Labs is now available. Learn more or book a demo here.

The post Kolmeo Labs launches a new suite of tools targeting property management workload appeared first on Elite Agent.

In a strategic move that further solidifies its footprint across South East Queensland, Ray White AKG has officially welcomed Ray White Holland Park into its network.

The partnership marks a significant milestone for the group, which now spans Brisbane, Ipswich and Logan.

As part of the transition, experienced local leaders Piers Crawford and Darren Bonehill will step into the roles of joint principals at the Holland Park office.

The integration of Holland Park into the AKG network is about more than expanding a physical presence, it is about leveraging what AKG founder Avi Khan calls the “network effect.”

“The market has evolved,” Avi said. 

“Buyers and sellers are increasingly looking for more than just a transaction, they want an ecosystem of services. 

“By connecting our locations and partnering with an impressive local business such as Ray White Holland Park,  we provide a seamless experience where our people and our resources work together to deliver better results for our clients.”

The partnership brings together two of the areas most respected figures. 

Piers Crawford is a name synonymous with Holland Park real estate, having built a reputation on longevity and deep local expertise.

Ray White Holland Park had been in business for more than 35 years. 

“Our goal is to future-proof the business through this strategic partnership, adding scale and growth. We gain a significant competitive advantage: Avi is the architect of growth and brings powerful marketing and backend systems, while Darren is a highly experienced local agent with genuine leadership aspirations and who leads by example,” Piers said.

“This agency has over 35 years of trusted legacy in our community. We remain Ray White Holland Park, that is not changing. What is evolving is the strength behind it.

“With the support of the AKG, we gain a significant competitive advantage across our listing presentations, property marketing, recruitment, and talent attraction.”

Darren Bonehill joins as joint principal, bringing proven leadership and a track record of excellence in the local market. 

His energy and style are set to complement Piers’ established presence, creating a formidable team to lead the office forward.

“I’m thrilled to be working alongside Avi and Piers as business partners. The diversity of our strengths allows us to take a collaborative approach to creating compounding success for our team,” Darren said

“The office is proudly positioned in a strategic location in one of Brisbane’s biggest growth corridors so that’s an immediate advantage. 

“When you combine the passion that we all have for the real estate business there is an exciting future that we will create for our team and our clients.”

For local residents, the partnership means the personalised feel of a local agency backed by the resources of AKG and the broader Ray White network, including greater property exposure across the full AKG footprint, access to specialised marketing, finance and media departments, and the same trusted local faces now supported by enhanced technology and infrastructure.

Ray White Queensland CEO Jason Andrew said it was a privilege to see Ray White AKG continue to grow in the way it has.

“Avi has built something genuinely special across South East Queensland and this is another example of the kind of innovative, people-first thinking that defines his leadership. We’re proud to support him and excited to see what Piers and Darren will achieve in Holland Park,” Jason said.

Ray White Group Managing Director Dan White said Avi Khan represented the best of what the Ray White network stands for.

“Avi is one of the most inspirational leaders in our business, always curious, always pushing and always thinking about what’s next for his clients and his people. This expansion is a natural reflection of that,” Dan said.

Ray White Holland Park is now poised for a new era of growth alongside the Ray White AKG banner, with Piers and Darren positioned to redefine what it means to be a market leader in Brisbane’s inner south.

The post Ray White AKG expands South East Queensland network with Holland Park acquisition appeared first on Elite Agent.

Ask most agents where Chinese buyers are active and you will still hear the same answers you would have heard in 2010: Box Hill. Glen Waverley. Chatswood. Rhodes.

The established Chinese buyer corridors of Melbourne and Sydney became so synonymous with demand during the boom years that many agents still treat them as the default map of Chinese buyer activity.

That map is outdated.

And agents who are still relying on it are missing one of the more important shifts happening quietly underneath the Australian property market.

I’ve spent the past 15 years working closely with Chinese buyers in Australian real estate, both locally and internationally. From that experience, I also understand why many in the industry believe Chinese buyer demand has declined. It is not because the demand has necessarily disappeared, but because it has become far less visible. The headlines have faded, the foreign investment debates that once dominated public discussion are no longer as prominent, and the developer roadshows in China are far less frequent than they were. As a result, the entire conversation around Chinese buyers feels quieter.

But quieter does not mean gone.

What has changed is not simply the level of demand. It is the shape of the demand, the type of buyer driving it, and the way property decisions are now being formed.

Chinese buyer enquiry today is lower than the peak years of the last cycle, but it is also more stable and significantly more dispersed. During the boom years, activity tended to arrive in waves, often attached to a single project launch, apartment tower or concentrated pocket of suburbs. Today the enquiry profile looks very different. We are seeing fewer dramatic spikes and a much broader spread of interest across multiple locations simultaneously.

Importantly, these shifts are often visible first in search and enquiry behaviour, well before they become obvious in transaction data.

The old buyer profile was predictable

Ten years ago, an estimated 80 per cent of Chinese buyer enquiry was concentrated in a fairly predictable collection of suburbs across Melbourne and Sydney. Buyers focused heavily on CBD apartments and established Chinese community areas such as Balwyn, Box Hill, Glen Waverley, Chatswood, Strathfield, Rhodes and Hurstville.

The pattern was highly concentrated because the information flow itself was concentrated.

Chinese developers and Australian project marketers hosted property expos and roadshows in cities like Shanghai and Beijing, presenting large-scale apartment developments directly to offshore buyers. Buyers often relied heavily on developer marketing material, family recommendations and existing Chinese community networks when making decisions.

Many were investors first and foremost. The focus was frequently on off-the-plan apartments, rental demand, perceived safety and proximity to universities or established Chinese amenities. There was comfort in familiarity and confidence in following where previous buyers had already gone.

The result was a market that became very predictable.

The new buyer grew up in Australia

The families who purchased property in Australia 10 to 15 years ago have now raised children here. Those children attended Australian schools, studied at Australian universities, built careers and friendships here, and developed a much deeper understanding of Australian life beyond the traditional “Chinese buyer” suburbs.

They are now reaching the stage where they are purchasing homes themselves or heavily influencing their parents’ next property decisions, often with family financial support still sitting behind the purchase.

This new generation is not discovering Australia through developer brochures or offshore expos. They understand the country from lived experience.

They know which suburbs feel overly dense and which feel liveable. They know where traffic becomes unmanageable. They know which school zones matter. They know where lifestyle outweighs convenience. They understand Australian neighbourhoods in the same way local buyers do because, in many ways, they are local buyers.

But at the same time, they remain deeply connected to China through language, family relationships and Chinese-based digital platforms.

That combination is changing the way property information now moves between Australia and China.

The information flow has reversed

A decade ago, the information flow was largely one directional. Developers and marketers promoted Australian property opportunities into China and buyers responded to that marketing.

Now a second channel has emerged running in reverse.

When younger Chinese Australians discover suburbs or lifestyles they genuinely enjoy, they share those experiences with friends and family overseas. They talk about them on Chinese social media platforms. They discuss them in WeChat groups. They recommend schools, suburbs, beaches, cafes and lifestyle regions that older generations of buyers may never previously have considered.

It is a far quieter influence than the old roadshow model, but in many ways it is more powerful because it is based on trusted lived experience rather than sales marketing.

This is one of the biggest reasons the traditional hotspot map no longer fully explains Chinese buyer behaviour.

The hotspot map is expanding

Based on search activity and direct enquiries through our platform and WeChat enquiry desk, we are now seeing stronger relative growth in areas that historically attracted very little Chinese buyer attention.

Importantly, these are not necessarily “hotspots” in the traditional sense. There is no single dominant replacement market emerging. What we are seeing instead is fragmentation and expansion.

Today, traditional Melbourne and Sydney strongholds still account for the majority of enquiry activity, but that concentration has softened materially. Instead of roughly 80 per cent of enquiry being concentrated in a small group of established suburbs, it is now closer to 60 per cent, with the remaining 40 per cent dispersed across a far broader mix of locations.

That shift is significant.

And many of the areas now attracting attention would have been considered highly unlikely a decade ago.

We are seeing increased search and enquiry activity around coastal lifestyle regions such as the Central Coast, Mornington Peninsula and the Southern Gold Coast.

We are also seeing stronger interest in smaller cities and regional centres with strong schools, manageable lifestyles and lower-density living, including Adelaide, Brisbane and regional Victorian locations such as Bendigo.

Ten years ago, many of these locations barely appeared in Chinese-language search behaviour at all.

Today they are appearing regularly in both online searches and direct enquiries.

Lifestyle is replacing proximity to the CBD

That does not mean Chinese buyers are abandoning Melbourne and Sydney. Far from it. Those cities remain key anchor markets and continue to attract significant attention.

What has changed is that buyers are now exploring alternatives in parallel instead of narrowing immediately into the traditional Chinese buyer corridors.

The search behaviour itself has evolved.

Historically, proximity to the CBD was often one of the dominant decision-making drivers. Today, lifestyle considerations appear to be playing a much larger role.

We are seeing more suburb-specific research, more school-related searches, more family-home enquiries and broader exploration across multiple regions before buyers narrow their focus.

There is also noticeably stronger engagement with established housing rather than purely new apartment stock.

The buyer profile itself has shifted from being heavily investor-led toward a more owner-occupier and migration-driven audience. Family capital still frequently supports purchases, but buyers are increasingly focused on long-term liveability rather than purely investment returns.

Anecdotally, we are seeing this shift constantly.

For example, it is no longer unusual to see younger buyers whose parents once purchased CBD apartments for them now actively looking to move away from density and into quieter lifestyle-oriented areas outside traditional inner-city markets.

That would have been far less common 10 years ago.

What this means for agents

One of the biggest misconceptions in the industry is that Chinese buyers have become irrelevant simply because they are less visible in mainstream headlines.

In reality, they have become more sophisticated, more dispersed and significantly harder to categorise than the market agents learned to target during the previous cycle.

And critically, the buyer journey often begins long before these buyers appear on Australian listing portals.

The earliest stages of the search process usually happen in Chinese, through community conversations, WeChat groups, Chinese-based social media and personal recommendations flowing between Australia and China.

By the time many buyers arrive on domestic English-language property portals, several key decisions have already been made. Which city they prefer. Which lifestyle appeals to them. Which school zones matter. Whether they want density or space. Whether they see themselves living in an apartment tower or near the coast.

If agents are only engaging with buyers at the final portal stage, they are often arriving late to the decision-making process.

That is why understanding this behavioural shift matters commercially.

Agents who can credibly explain how Chinese buyer behaviour has evolved are not simply marketing to an overseas audience. They are demonstrating to vendors that they understand a buyer pool many competitors are still overlooking.

In competitive listing presentations, that matters.

Vendors want confidence that their property is being exposed to every viable buyer audience, particularly one that remains globally connected and financially influential.

The agents who benefit most from this shift will not necessarily be the ones operating in the suburbs with historically high Chinese buyer activity.

They will be the agents who recognise that the map itself has changed.

Time to update the map

The old hotspot map reflected a very specific buyer at a very specific moment in time. A buyer shaped by offshore developer marketing, concentrated investor demand and a relatively narrow understanding of Australia.

That buyer has evolved. Their children grew up here, their priorities changed, their understanding of Australian life expanded and in the process, the conversation around where Chinese buyers want to live has become far more nuanced, fragmented and lifestyle-driven than the industry often assumes.

The hotspots did not disappear. The map simply became much bigger.

The post Why the ‘Chinese buyer hotspot’ map needs to be redrawn appeared first on Elite Agent.

Emmy-winning actress Debra Messing has listed her Upper East Side apartment for US$6.495 million (approximately AUD$10.2 million), citing a shift to empty-nester life as her reason for selling.

The full-floor co-op sits half a block from Central Park and features three bedrooms, a library that can convert to a fourth bedroom, and a staff room. Debra purchased the property in 2015 for US$5.45 million.

The prewar apartment hadn’t been renovated in 30 years when Debra bought it and she reworked the layout while preserving original architectural details including detailed mouldings, millwork and coffered ceilings.

“I love architecture and I love history,” Debra told Mansion Global.

A fire in a neighbouring building later damaged the apartment, prompting a second renovation. In total, she spent approximately US$2 million on improvements to the property.

“It’s like when you make plans, God laughs,” she said of the unexpected second renovation.

The actress, best known for playing interior designer Grace Adler on the long-running sitcom Will & Grace, described the apartment as her “family home of dreams”.

Now in his 20s, her son is moving into an apartment with friends.

“So it’s like, ‘You know what? This place is just too big for me now,'” she said. “It’s time to downsize.”

Debra has opted for a soothing colour palette of creams and greys with occasional bursts of colour and described herself as a homebody who didn’t want a “fussy showplace.”

Listing agent Cathy Franklin of The Corcoran Group said the building attracts owner-occupiers rather than second-home buyers.

“It’s very much residential, where people live in the building,” Franklin said. “The lights are on.”

Despite her decision to sell, Debra, a Brooklyn native who returned to New York after years filming in California, said she plans to stay in the city.

“New York is home.”

The post Will & Grace star puts Manhattan apartment on the market in prime NYC listing appeared first on Elite Agent.

You’ve probably spent the past few days fielding calls about negative gearing and capital gains tax (CGT). Fair enough – those changes affect your clients. But there’s a second set of reforms in the 2026-27 budget aimed at how you run your business, not how your clients invest.

Here’s what’s in the package – and what it means depending on where you sit.

The $20,000 Instant Asset Write-Off (IAWO) is now permanent

This has been extended year to year since 2023. Every budget, you waited to see if it would be renewed. That uncertainty is over.

From 1 July 2026, the $20,000 instant asset write-off is permanent for businesses with turnover up to $10 million. Buy an asset under $20,000 – laptops, signage, office furniture, a CRM server, camera equipment for listings – and write it off immediately in the year you use it.

In 2023-24, around 300,000 businesses claimed it, writing off an average of $14,200 each. Treasury estimates making it permanent will save small businesses $32 million per year in compliance costs alone, because you’re no longer tracking depreciation schedules on every $800 chair.

The practical change isn’t the threshold – it’s the certainty. You can plan purchases knowing the write-off isn’t going anywhere.

Loss carry back is back – and it’s permanent

Think of this like a refund on a bad year. If your agency is incorporated and has a loss after 1 July 2026, you can carry that loss back against tax you already paid in the previous two profitable years – and get actual money back from the ATO.

It existed briefly in 2012-13 and was reintroduced during the pandemic from 2020-21 to 2022-23. Both times, temporary. This time it’s permanent, and it applies to all companies with up to $1 billion in aggregated turnover.

Treasury expects this to benefit up to 85,000 companies per year. The measure is costed at $2.3 billion over five years.

For an agency that invested heavily in growth – hired staff, opened an office, spent on marketing – and then hit a flat patch, this means real money coming back rather than carrying the loss forward indefinitely.

Your PAYG instalments are about to get smarter

PAYG stands for Pay As You Go – it’s the system where the Australian Taxation Office (ATO) collects tax from you in instalments throughout the year, rather than one lump sum at tax time.

Real estate income is lumpy. A big quarter followed by a quiet one. The current PAYG instalment system bases your quarterly tax prepayment on last year’s return – not what’s actually happening in the business right now. Most small businesses end up either overpaying (locking up cash the business needs) or underpaying (and getting hit with a large tax bill at lodgement).

From 1 July 2027, businesses will be able to opt into dynamic PAYG instalments – monthly, linked to their accounting software, with an ATO-approved calculation embedded in the platform. There’s a safe harbour provision, meaning if you use the ATO-approved calculation you won’t face interest charges even if your instalments turn out to be lower than your actual liability.

For a principal-run agency with variable income, it means your tax payments will actually reflect your cash flow rather than last year’s best quarter.

The $1,000 instant deduction for your team

From the 2026-27 income year, individual taxpayers can claim a flat $1,000 instant deduction for work-related expenses instead of itemising receipts. If your agents are employees, this simplifies their tax return. No more shoebox of receipts for phone bills, car expenses under the threshold, and client coffees.

Anyone who spends more than $1,000 on work-related expenses can still claim the full amount the traditional way. But for the majority of your team, this saves time and an average of $205 each.

The $250 Working Australians Tax Offset (WATO)

WATO is a flat $250 reduction in your tax bill, applied automatically when you lodge your return. Every working Australian – including sole traders – gets it from 1 July 2027.

An Australian worker on average earnings ($81,245) will receive a combined tax cut of up to $2,816 from the 2027-28 income year compared to 2023-24 settings. Over the period from 2024-25 to 2036-37, a worker on average earnings is expected to pay up to $38,977 less tax.

The WATO increases the effective tax-free threshold by nearly $1,800, lifting it to $19,985 for workers (or $24,985 for those also receiving the Low Income Tax Offset) – the largest permanent increase since 2012-13.

Discretionary trusts: the 30 per cent floor

Here’s where it gets complicated, so let’s use a simple analogy.

Think of a discretionary trust like a pie. The trustee decides how to slice it – who gets a piece, and how big. Until now, each person who received a slice paid tax at their own rate. So a slice given to a family member earning very little was taxed at a very low rate. That’s been one of the main reasons businesses use trusts.

To explain, from 1 July 2028, the government is putting a floor under the tax rate on every slice. No matter who gets the pie, the minimum tax rate is 30 per cent. The trustee pays it, and the beneficiaries receive a credit for the tax already paid.

To put numbers on it: if you’ve been distributing $50,000 to an adult child with no other income, they currently pay around $6,717 in tax (plus Medicare). Under the new rules, the minimum tax on that distribution is $15,000 – paid by the trustee.

The measure is expected to raise $4.5 billion over the forward estimates. Australia now has over one million trusts, more than double the number in 2001-02, and discretionary trusts distributed $142.4 billion in income in 2022-23.

“The golden age of the family trust in real estate is over,” according to Steven P. Rider, chartered accountant and founder of TenWealth Accountants.

“If someone is starting a new agency now, I would not be recommending a discretionary trust.  Also, there’s no real grandfathering protection for the structure itself, so if you’re operating through a discretionary trust, you’re in the new system.”

Instead, he points to companies and alternative structures, like a dual structure tier, as the new baseline for planning.

A dual-tier structure, as Mr Rider describes it, separates the real estate business into two distinct operating layers rather than bundling everything into a single trust. 

One entity typically holds the sales agency side of the business, while the other holds the property management (PM) business. The intention is to stop treating the entire agency as one blended income stream and instead recognise that sales and PM are fundamentally different value and cashflow engines.

In practice, this means one structure is responsible for sales activity,  listings, commissions, and transactional revenue, while the other is built around recurring property management income and the long-term value of the rent roll.

Mr Rider’s point is that this separation is becoming more relevant because “we’re already looking at options like dual-tier structures: like a trading company for the real estate business and a holding company for the property management side, because the old trust model just doesn’t work in the same way anymore.” 

In that context, structuring is no longer just about tax efficiency, it’s about isolating and protecting the different value streams inside the business as the rules around trusts tighten.

But he also warns that waiting until the changes formally take effect could be a costly mistake.

“The key dates matter. The restructure window opens from 2027, but by the time 2028 arrives, the trust rules are fully in force. You can’t afford to sit on your hands.”

For many principals, he says, the biggest risk isn’t choosing the wrong structure, it’s failing to act at all.

“Not doing anything is the biggest mistake. You have to start planning now, because this will trigger a wave of restructures across the entire sector.”

And as he puts it, the shift is already underway.

“It’s not a question of whether people will restructure. It’s when,  and whether they do it in time.”

If you’re weighing up how to structure (or restructure) your business, Kristen Porter’s five critical questions when going into business with others is worth revisiting – particularly the section on entity structures, which now reads very differently in light of these changes.

The restructure window. The government is providing expanded rollover relief from 1 July 2027 – a three-year window to restructure from a discretionary trust into a company or fixed trust without triggering income tax or CGT consequences. The Australian Small Business and Family Enterprise Ombudsman will be available from 1 January 2027 to help businesses understand their options. The Australian Securities and Investments Commission (ASIC) will put specific arrangements in place to support small businesses that want to incorporate and access the 25 per cent small business tax rate.

Exemptions. Primary production income from farms, certain income relating to vulnerable minors, testamentary trusts existing at announcement, and other trust types (fixed trusts, widely held trusts, superannuation funds, deceased estates, charitable trusts) are all excluded.

Franking credits and bucket companies. If your trust receives franked dividends, the trustee will need to use those franking credits to pay the minimum tax first. Corporate beneficiaries – known as “bucket companies,” where a trust distributes income to a related company to access the lower company tax rate instead of higher individual rates – won’t receive non-refundable credits at all. Baker McKenzie has warned this could “spell the end of bucket companies.”

How many businesses are affected? Treasury says more than 90 per cent of all small businesses won’t be affected in any given year. Around 350,000 active small businesses operate through a discretionary trust, and of those, 40 per cent (roughly 140,000) aren’t expected to pay additional tax or need to restructure.

What this means if you’re planning to sell

For a lot of principals, the business is the retirement plan – the rent roll, the brand, the trail book. The value is in the asset, and the plan is to sell it one day.

Three changes in this budget work together to affect the after-tax proceeds of that sale.

The CGT calculation has changed. The 50 per cent discount – where you halved your capital gain and paid tax on the rest – is being replaced with cost-base indexation for gains accruing after 1 July 2027. Indexation adjusts your original purchase price (or cost base) upward each year for inflation, so you’re only taxed on the real growth above inflation. For most businesses that have grown well above the rate of inflation, the 50 per cent discount produced a lower tax bill than indexation will.

There’s also a new 30 per cent minimum tax on real capital gains – a floor that applies regardless of what your other income looks like in the year you sell.

The trust minimum tax applies to the gain. If the capital gain flows through a discretionary trust to beneficiaries, the 30 per cent floor applies to those distributions from 1 July 2028. Spreading a large capital gain across family members to access their lower marginal rates no longer works the way it used to.

The bucket company path is narrowing. Under the new rules, corporate beneficiaries won’t receive the non-refundable credits that other beneficiaries get. If you’re weighing up a share sale vs asset sale, the tax treatment of each structure has shifted.

Small business CGT concessions are preserved. The $500,000 lifetime exemption, the 15-year exemption, the retirement exemption, and the small business rollover all continue unchanged. These can still significantly reduce or eliminate the taxable gain on a qualifying sale. Whatever gain remains after those concessions is taxed under the new rules.

As the Council of Small Business Organisations put it: “For many Australians, their business is their retirement asset. Changes that reduce the value of business sale proceeds or associated property holdings could have major long-term consequences for owners who have spent decades building their businesses.”

One practical note on restructuring. The three-year rollover relief lets you move assets out of a discretionary trust into a company or fixed trust without triggering CGT – but that’s a federal tax concession only. BDO has flagged that no equivalent stamp duty relief has been announced at the state level. Transferring property out of a trust into a company can trigger stamp duty. If your trust holds commercial premises, that’s a real cost. Check the state position before you move.

Before any discussion about tax outcomes or deal structuring, there’s a more immediate issue emerging for principals planning an exit: valuation timing.

Mr Rider says the system shift is likely to trigger an unprecedented spike in formal valuation activity as owners rush to establish defensible asset values ahead of the transition point.

“There’s going to be a wave of valuations around 1 July 2027,” he explains. “Because there’s a big reset – a CGT reset – and effectively everything has to be revalued at that point.”

That reset point matters because it becomes the reference line for how future gains are measured, structured, and ultimately taxed. 

For agency owners, particularly those holding rent rolls or long-established businesses, it introduces a practical constraint into exit planning: valuation capacity.

If valuations are delayed, contested, or inconsistent, transactions slow – and sellers risk negotiating in uncertainty rather than from a position of clarity.

For principals preparing an exit, that introduces a second-order planning issue. It is no longer just about structuring a sale or timing a market cycle,  it is about securing a valuation within a tightening window where demand for professional services may exceed supply.

Mr Rider suggests this is one of the least understood pressure points in the reform package.

“People are focused on CGT and trust changes, but the valuation piece is the one that will catch people off guard,” he says. “Because you can’t sell what you haven’t properly valued — and everyone is going to need it at the same time.”

In his view, that compresses the real timeline for exit planning.

“If you’re thinking about selling in the next few years, you can’t just think about the sale date anymore,” he says. “You have to think about when you lock in value, because that becomes the foundation for everything that follows.”

Also, one area the government did not attack in this budget is superannuation, specifically, self-managed super funds.

For agency owners who are of the right age and have the right setup, rolling proceeds into an SMSF remains one of the few remaining strategies to access significantly reduced tax treatment on the sale of a business or asset.

“The one potential ray of light – it’s always been there, but the government hasn’t attacked it in this budget.”

Why the tech sector is so upset – and why it matters to you

You may have seen the headlines about tech founders threatening to leave the country over the CGT changes. It’s worth understanding why – because the same maths applies to anyone who built a business from scratch.

Here’s the core issue. When you build a business rather than buy one, your cost base – the amount the ATO considers you “paid” for it – is close to zero. Under the old rules, the 50 per cent CGT discount halved your taxable gain regardless. Under the new rules, the ATO adjusts your cost base upward for inflation each year (indexation). But if your cost base started near zero, adjusting zero for inflation still gives you roughly zero. The discount that mattered most – the flat 50 per cent – is the one that’s gone.

Jacques Greeff, who co-founded marketing technology company Realbase and sold it to Domain for $180 million in 2022, said on LinkedIn that he paid $6.2 million in CGT on that sale. Under the new rules, he estimates the same exit would have cost over $12 million.

Leigh Jasper, who sold construction software company Aconex to Oracle for $1.6 billion in 2018, told the Australian Financial Review the change would be “a disaster” for venture capital-backed companies. “If the proposed tax regime were in place, we would have ended up building Aconex outside of Australia,” he said.

The numbers are different, but the principle is the same for a principal who built an agency or a rent roll from nothing over 15 or 20 years. A business started from scratch with a near-zero cost base gets very little benefit from indexation. The 50 per cent discount was doing the heavy lifting.

There is one difference worth noting. Treasurer Jim Chalmers has committed to a consultation process with the tech and start-up sector. 

The budget papers specifically reference “the unique features of the tech and start-up sector.” In question time on Wednesday, Chalmers said: “We think you are a really important part of the economy … and we will reflect and recognise that in our policy.”

Whether similar treatment is extended to other small business owners who built businesses from scratch – including in real estate – is not yet clear. The small business CGT concessions (the $500,000 lifetime exemption, the 15-year exemption, and the retirement exemption) remain available, and for qualifying sales these can still significantly reduce or eliminate the taxable gain. But they have caps, and for higher-value exits the new CGT settings will apply to whatever remains.

Three scenarios worth thinking about

If you’re growing a rent roll

The negative gearing changes restrict investor tax deductions on established properties – but new builds are fully exempt. That means the government is actively steering investor capital toward new housing stock. For property managers, that’s new rental properties looking for someone to manage them.

A rent roll built on new-build investor clients has a structural advantage: those investors have full negative gearing, which makes them more likely to hold long-term. That’s better retention and a more stable roll.

We’ve written extensively about rent roll valuation and growth strategies – the budget changes the tax settings underneath all of them.

The question is what structure to build it in. Before this budget, a discretionary trust was the standard starting point for a new property management business. With the 30 per cent minimum tax from 2028, a company structure – accessing the 25 per cent small business tax rate – may now produce a better outcome from day one. The distribution flexibility that made trusts attractive has a different price tag now.

If you’re going out on your own

An agent leaving a network to start their own agency is making a structural decision right now that will affect them for the next 10 to 20 years.

The old playbook – set up a family trust, distribute income to family members in lower tax brackets, build the asset, sell at retirement – has changed at every step. The distribution strategy hits the 30 per cent floor from 2028. The CGT discount on sale is replaced with indexation. The ability to spread the capital gain across family members is constrained.

The budget does include tailwinds for someone starting out. The $20,000 IAWO is permanent – fit-out and equipment can be written off immediately. Loss carry back means a tough first year in a company structure can generate a refund against tax paid in the final year of employment. The $1,000 instant deduction and WATO reduce the personal tax burden.

On structure: a company at the 25 per cent small business tax rate avoids the trust minimum tax entirely. It’s less flexible – you can’t slice the pie differently each year – but the slicing just got more expensive. If family members are genuinely working in the business, paying them a salary achieves a similar income-splitting outcome without triggering the minimum tax, because wages are a deductible expense for the trust or company.

If you’re an independent contractor

Thousands of agents operate as sole traders or through their own company or trust structure – technically running a small business, not employed by the agency they work from. (If you’re not sure whether your contractors are genuinely independent, that’s a separate conversation – but it determines which of these measures apply to them.)

For sole traders, several measures apply directly:

• The $250 WATO from 1 July 2027
• The $1,000 instant deduction from 2026-27 (no more shoebox of receipts)
• The $20,000 IAWO for any business assets

For contractors operating through a trust, the 30 per cent minimum tax changes the maths on distributing income to a spouse or family member. For contractors operating through a company, the 25 per cent small business rate is unaffected.

The dynamic PAYG instalment option from 1 July 2027 is particularly relevant for commission-based contractors, where income swings quarter to quarter. Tax payments that reflect actual earnings rather than last year’s best run is a practical improvement.

If you have equity in a rent roll or PM business

Equity and share arrangements in property management are common – and increasingly popular as a retention tool. A BDM (business development manager) who builds a rent roll and receives a share of it. A senior property manager who buys in over time. A succession arrangement where a departing principal sells down to the next generation. Some groups have built entire models around it. In each case, there’s a capital gain when that equity is eventually sold, bought out, or the business changes hands.

Under the old rules, the 50 per cent CGT discount applied to that gain. Under the new rules, from 1 July 2027, it’s cost-base indexation plus a 30 per cent minimum tax on the real gain.

The difference matters most when the cost base is low. A BDM who received equity as part of a remuneration package – or who bought in at a low valuation when the roll was small – has a cost base that may not have much room for indexation to help. The 50 per cent discount was doing the heavy lifting on the eventual tax bill.

This is the same issue the tech sector is raising about employee share schemes. In the tech world, early employees accept lower salaries in exchange for equity, then pay CGT when the company is sold or listed. In property management, the mechanism is different but the outcome is similar – people who helped build the asset over years face a higher tax bill when they realise the value.

The small business CGT concessions still apply to qualifying sales. But anyone with equity in a rent roll or PM business – whether as a shareholder, unit holder, or partner – should be modelling the new numbers with their accountant, particularly if a buyout or exit is on the horizon.

What this means for your EOFY planning

The budget changes that take effect soonest:

The IAWO and loss carry back are available from next financial year. The trust changes don’t take effect until 2028, but the restructure window opens in 2027 – meaning the planning conversation needs to happen well before that.

The bottom line

The negative gearing and CGT changes will dominate the industry headlines this week. For agency owners and principals, this second package of reforms covers how you structure your business, how you plan your exit, and how you manage your tax through the year.

The instant asset write-off gives certainty. The loss carry back provides a safety net. The PAYG changes improve cash flow. And the trust minimum tax introduces a deadline.

If you run your business through a discretionary trust, the three-year restructure window opens on 1 July 2027. That’s the date to work back from.

One thing that’s safe to predict: your accountant is about to get very busy. Let’s hope their fees remain tax deductible.

All figures sourced from Budget Paper No. 1, Statement 4: Tax reform for workers, businesses and future generations, 2026-27 Budget. Additional analysis from Baker McKenzie, BDO, and the Council of Small Business Organisations Australia (COSBOA). This article does not constitute financial or tax advice. Consult a qualified tax professional before making decisions about your business structure.

The post The Budget change that could reshape how your agency is structured appeared first on Elite Agent.

Australia’s auction market has eased in activity, with mere 1,994 auctions scheduled across the combined capitals this week. In practical terms, the data shows a market that is still transacting, but with significantly reduced competition at auction.

The Agency founder and CEO Matt Lahood says vendor behaviour has shifted, with a growing number of auction campaigns being withdrawn before auction day as sellers wait for greater clarity.

“A lot of auctions are just being pulled off the market.”

He said this reflects a broader hesitation cycle, where participants pause in response to uncertainty before reassessing conditions once expectations stabilise.

“People sit back, they watch, they wait, they listen to the media, and then they go, ‘it’s not as bad as they think.’ But right now, there’s just a lot of hesitation.”

Speaking on current conditions, he said the market is being driven far more by interest rate pressure and borrowing capacity constraints than by any single policy announcement or headline.

Mr Lahood also pointed to the impact of lending policy and expiring pre-approvals as a short-term driver of urgency in parts of the market, which he said is distorting activity.

“If you’ve got approval now, you’ve got to find something now before it expires,” he said. “Otherwise you get re-rated and your borrowing capacity drops.”

He said bank stress testing at significantly higher interest rates than current mortgage levels is already constraining purchasing power, meaning even small rate changes can materially alter borrowing limits.

“They’re testing people at around nine per cent rather than six. If rates move again, borrowing capacity drops substantially. You’ve got buyers out there rushing to secure a property before their loan approvals expire, because if they have to go back to the bank and get reassessed after another rate rise, they could end up being able to borrow significantly less.

“Then on the other side, you’ve got existing owners whose mortgage repayments keep going up. Interest rates are killing them, and some of those people may eventually be forced to sell because the holding costs are becoming too much.”

He said both sides of the market are being squeezed simultaneously, with new buyers struggling to enter and existing owners reassessing affordability as repayments rise and refinancing conditions tighten.

On first home buyers, Mr Lahood was blunt about the structural affordability challenge.

“I’m not going to mention first home buyers because I personally think they’re locked out of the market, full stop,” he said.

“What these politicians don’t understand is the average price of apartments and houses in the main cities. They’re all north of $800,000 or $900,000, and you need a 20 per cent deposit.

“Even with the five per cent deposit schemes, it’s irrelevant because you still have to pay the interest on it. The bank of mum and dad is going to be helping young people get into the market. What might have happened before is younger people would stay at home and buy a cheap investment property first, what they call rent vesting, but that’s all changed now.”

Despite this, he rejected the idea that the market is in decline in a traditional sense, instead describing it as a redistribution of activity rather than a collapse in demand.

“There’s always opportunity in every situation,” he said. “You know where we’ve gone straight to after all this. All our owners that have got new apartments, all our agents that have access to developers. That’s where I’m excited, because there are going to be investment properties coming through again.”

He said Budget related changes to negative gearing are likely to shift investor attention toward new apartment stock and off the plan development, after several years of subdued activity in that segment.

He said that part of the market has been “in the doldrums for the last few years off the plan sales,” but may now see renewed activity as capital reallocates.

He argued that reduced investor participation in established housing will likely have flow on effects for rental supply and agency growth.

“There’s going to be a shortage of investment properties for sure. I don’t think there’ll be as much new business for real estate agents in the rent roll because there’s not going to be as many investors coming in.”

He added that upward pressure on rents is now effectively locked in as a consequence of reduced supply rather than demand growth alone.

“The rents are going to go up. That’s a given. And that’s what they’re actually trying to stop, but it’s exactly what happens when you reduce supply.”

Despite these pressures, he said transactions are still occurring daily, with success increasingly defined by market share rather than overall volume.

“Someone is still buying and someone is still selling every single day,” he said. “It’s just about how much market share you’ve got.”

He said agencies that continue to operate actively through softer conditions are more likely to gain ground as others step back.

“If you’re serious about your business, you have to see this through, you can’t stick your head in the sand.”

He described current conditions as a phase of adjustment rather than structural decline, with interest rates remaining the central driver of behaviour across both buyers and sellers.

“It’s not collapse,” he said. “It’s adjustment. Interest rates are still the main story, everything flows from that.”

The post Market jitters after Federal Budget, but Matt Lahood says “there’s always opportunity in every situation” appeared first on Elite Agent.

Independent research commissioned by the Real Estate Institute of Victoria has found the state government’s proposed reserve price disclosure laws could produce the opposite of their intended effect.

The survey of 1,000 Victorian’s found 94 per cent of property owners would fundamentally change their selling strategy if required to disclose their reserve price seven days before an auction.

More than a quarter of respondents (27 per cent) said the proposed law would take the decision to sell out of the owner’s hands, while one in four (25 per cent) believed it would give the government undue influence over sale prices.

REIV CEO Toby Balazs said the findings showed the current proposal was counterproductive.

“It is likely to compromise transparency by triggering inflated reserve prices, a fall in clearance rates and an increase in offers prior to auction – as the survey results clearly indicate,” Mr Balazs said.

“For Victorians seeking to sell what is likely to be their biggest financial asset, the proposed law is too heavily weighted against property owners.”

REIV President Jacob Caine said it’s clear that the public doesn’t support the changes, and that increased regulation is having an negative impact.

“The regulatory burden in Victoria has become so onerous that it’s discouraging people across the spectrum, whether they’re renters, investors, buyers or sellers, from engaging with the system,” Mr Caine said.

“As a result, people are not living in the homes or suburbs they actually want to. Not because there aren’t options, but because the system itself has become so cumbersome that many would rather stay put than go through the process.”

The REIV has released an alternative framework through its ‘Blueprint for Marketing of Residential Real Estate in Victoria’, developed by its Strategic Working Group.

The blueprint’s central recommendation requires vendors to confirm their reserve price falls within a 10 per cent advertised price range no later than three clear business days before auction – rather than the government’s proposed seven-day disclosure.

Additional recommendations include compulsory disclosure of all sale prices once contracts become unconditional, mandatory bidder registration, enhanced comparable sales criteria, and stronger enforcement mechanisms.

The research forms part of the REIV’s broader ‘Fixing the Foundations – Election Priorities 2026’ platform, launched ahead of November’s state election.

The platform outlines five reform areas including a modern property market framework, stable tax and regulatory settings to support rental supply, restoring competitiveness in commercial and industrial property, reforming first home buyer support, and embedding higher professional standards across the industry.

“This is a critical opportunity to recalibrate property market settings to achieve improved policy outcomes for Victorians,” Mr Balazs said.

“What we are continuing to see across much of the sector – not least in the state’s flat-lining rental market – is flawed, one-sided policy initiatives that are failing to address material issues.”

“If the Victorian Government is serious about addressing the housing crisis, it needs to take meaningful steps to deregulate parts of the housing ecosystem that have become too burdensome,” Mr Caine said.

“It also needs to genuinely incentivise investment to ensure there are enough homes for the growing population.”

“And importantly, it needs to create a system that is fair for everyone involved, whether that’s buyers, sellers, renters or investors.”

The post Reserve price disclosure could backfire on Victorian vendors appeared first on Elite Agent.

Urban Real Estate has appointed Thuong Hoang as Director of Property Management, promoting from within as the agency reports continued growth across its portfolio.

The business now manages more than $1.45 billion in property across Northwest and Southwest Sydney, the Illawarra, and the Hunter regions.

Hoang brings more than 15 years of property management experience to the role, having worked within the business prior to the promotion. She will oversee service delivery, operational efficiency, and portfolio growth for the division.

Urban Real Estate CEO Katrina Tarrant said the appointment reflects the company’s focus on developing internal leadership.

“We are continuing to see strong, sustainable growth across our rent roll and wider operations,” Katrina said.

“Thuong has been an important part of our business for many years, and her appointment further strengthens our leadership capability as we move into the next phase of growth.”

Thuong said the promotion highlights the career pathways available within the business.

“Urban has given me an incredible opportunity to continue growing my career within a business that genuinely backs its people,” she said.

“Building long-term relationships and creating trust through reliable support has always been important to me, and I’m excited to continue doing that in this new role.”

The agency said its focus remains on strategic expansion and investment in people and systems as it continues to scale across both sales and property management.

The post Urban Real Estate promotes Thuong Hoang to lead property management appeared first on Elite Agent.

Quick, let’s do more marketing. More calls. More activity.

And while lead generation matters, it’s rarely the full picture, because in most cases, growth doesn’t break at the top of the funnel. It breaks across multiple points, long before the deal has a chance to be won.

Take a typical scenario. A landlord enquiry comes in, and it’s a solid opportunity.

But what happens next determines everything.

If confidence is low, the conversation lacks direction. If positioning isn’t clear, value gets diluted. If sales skills aren’t sharp, objections take control. If the database isn’t leveraged properly, follow-up falls away. And if the mindset isn’t right, hesitation creeps in at the exact moment conviction is required.

None of these issues exists in isolation; they compound. And that’s where many opportunities are lost, not because the lead wasn’t good, but because the execution wasn’t strong enough.

This is why simply increasing lead flow often doesn’t translate into growth. More leads into a broken process don’t fix the problem, it just creates more missed opportunities.

High-performing BDMs and growth-focused businesses understand this. They don’t just focus on generating opportunities, they strengthen what happens at every single stage of the process.

They build confidence to lead conversations, not follow them. They get clearer on how they position their value and more consistent in how they communicate it. They develop the sales capability to navigate objections and close effectively, without relying on discounting. They implement systems to manage and leverage their database properly. And they build the mindset required to execute under pressure.

Because growth isn’t built on one skill, it’s built on how all of these elements work together.

This is also where many training approaches fall short. They focus on one area, sales scripts, marketing tactics, or mindset, without addressing how they connect. But in reality, it’s the combination that drives results.

This thinking sits behind the structure of The BDM Summit 2026.

Rather than treating these areas as separate topics, the event is designed to strengthen the full growth process, from generating opportunity through to conversion.

Sessions will cover lead generation in a more competitive digital landscape, building confidence to lead higher-value conversations, and developing the sales skills required to convert without relying on discounting. There is also a strong focus on database strategies that support consistent growth, and the mindset required to execute at a higher level.

Improving just one of these areas can help, but improving all of them together is what changes outcomes.

The BDM Summit 2026 will be held on 24th July 2026, hosted by Sarah Cincotta and Hermione Gardiner, bringing together business owners, BDMs, and growth-focused property professionals focused on strengthening execution across every stage of growth.

In a market where competition is higher and clients are more informed, success is no longer about doing more.

It’s about doing the right things, consistently and effectively.

Learn more or secure your ticket here

The post More leads won’t fix this: why rent roll growth breaks down well before the appraisal appeared first on Elite Agent.

Baseball Hall of Famer Ken Griffey Jr. has listed his custom-built Florida mansion for US$27 million (approximately A$42 million), marking a significant test of the Central Florida luxury market.

The Windermere property, located about 20 miles southwest of Orlando, was purpose-built for Ken and his wife, Melissa, in 2008. 

He purchased the underlying land in 2004 for US$2.575 million (A$4 million) during his tenure with the Cincinnati Reds, according to Mansion Global.

The Mediterranean-style residence spans more than 22,000 square feet across three levels on an 11.5-acre lot. 

It features seven bedrooms and 10 bathrooms, including a primary suite with a fireplace and a bathroom with dual vanities and a whirlpool tub.

The property sits along Cypress Lake with 440 feet of frontage and includes access to the Butler Chain of Lakes – a network of 13 connected waterways – via a private community boat ramp.

The home includes a theatre, golf simulator, gym, wine room, elevator and a 10-car garage with two lifts. 

Outside, there’s a pool with a waterslide, a diving board and a waterfall, plus a basketball court.

Set behind a gated entrance, the residence features Moorish design details throughout, including custom ironwork railings on dual sweeping staircases in a double-height foyer.

Ken, 56, was inducted into the Baseball Hall of Fame in 2016 after a career that included 13 All-Star selections and 10 Gold Glove awards as a centre fielder. 

He played primarily for the Seattle Mariners and Cincinnati Reds, with a brief stint at the Chicago White Sox.

Since retirement, he has worked as a credentialed sports photographer, covering events including the Masters Tournament and games across MLB, MLS, NFL and IndyCar.

Llin Lu of Premier Sotheby’s International Realty holds the listing.

The post Baseball legend Ken Griffey Jr. lists Florida mansion for US$27 million appeared first on Elite Agent.

Ray White NSW/ACT has appointed Callum Hogan as Head of Performance, a newly created role aimed at lifting standards and driving measurable growth across the network’s business owners and agents.

Callum brings a decade of experience spanning franchise business operations and real estate, with a background in identifying underperforming businesses and implementing strategies to scale revenue.

He entered real estate in 2021, working across residential and commercial sectors, leading a regional Queensland business, and most recently heading the sales function at a Sydney office before moving into this corporate position.

A licensed auctioneer, Callum returns to Ray White where he began his real estate career.

“To now return in a leadership capacity is something I’m proud of,” Callum said.

“My focus in this role is ultimately very simple – helping our businesses deliver the best possible experience to their clients and communities.”

On his approach to the role, Callum emphasised culture over metrics.

“Performance has never just been about numbers to me. Sustainable performance comes from culture, accountability, process, leadership and people genuinely buying into a shared vision. When those things align, growth becomes a byproduct rather than the sole focus.”

Ray White NSW/ACT CEO Tim Snell said Callum’s appointment reflected the group’s commitment to investing in its people.

“Callum brings exactly the right mix of operational experience and performance focus that our network needs,” Tim said.

Callum said he plans to spend time in businesses across the state, understanding their marketplaces and challenges, and working alongside them to support their next phase of growth.

The post Ray White NSW/ACT taps franchise operations specialist for new performance role appeared first on Elite Agent.

First National Real Estate Cleveland has acquired First National Real Estate Wynnum Manly, bringing its managed portfolio to just under 1,000 properties and expanding its footprint across both Brisbane City and Redland City markets.

The merger expands First National Cleveland’s reach into both Brisbane City and Redland City markets, reinforcing the office as one of the most significant real estate operators across the Brisbane ‘Bayside’ region.

For Ryan McCann, the transaction carries personal as well as commercial weight. 

His connection to the Isaacs family spans nearly three decades. 

It was seller Ken Isaacs who first introduced a teenage Ryan to real estate, driving him around for a day to show him what the industry looked like in practice. 

“Ken turned up unannounced and told me to get in his car,” Ryan said.

“I didn’t want advice from my own father at the time, so Ken’s influence was everything. To now have the opportunity to acquire the Isaacs’ business, almost thirty years on, is genuinely full circle.”

The connection runs deeper still. 

Ken Isaacs and Ryan’s father worked together in Capalaba in the 1980s, and the two families remained close. 

When Ryan later joined First National Real Estate, it was his positive experience with the network that affirmed Ken and Kelly Isaacs’ decision to also join First National.

Principal of First National Wynnum Manly, Kelly Isaacs – who has been a First National member for ten years and currently serves as Queensland Regional Council Chair – will not be leaving the network. 

She joins First National Cleveland as a Business Development Manager. 

Her senior property manager, Janelle McGregor, also joins the Cleveland team, ensuring continuity of service for clients transitioning from the Wynnum Manly office.

“The quality of Kelly’s rent roll spoke for itself,’ said Lisa Turner, who led the due diligence process.

“What you find in a portfolio reflects how a business has been run. This one was in exceptional order.”

Ryan has long credited First National’s not-for-profit cooperative brand model as a direct enabler of the office’s growth strategy. 

Savings on franchise fees have been systematically reinvested into rent roll acquisitions – a disciplined approach that has produced four acquisitions over eleven years.

First National Cleveland’s trajectory since 2014 reflects what sustained reinvestment in the right markets, with the right people, can produce. 

The latest acquisition is consistent with that approach. 

The agency has been ranked the First National network’s number one sales office nationally for the past two years consecutively. 

The post First National Cleveland nears 1,000 properties after Wynnum Manly acquisition appeared first on Elite Agent.

Matt Lancashire has launched Ray White Collective Luxury, positioning it as Brisbane’s first real estate agency focused exclusively on properties priced at $4 million and above.

The New Farm-based agency will offer what Lancashire describes as “concierge-style” service for ultra-high-net-worth sellers, with tailored marketing campaigns and access to international buyer networks.

“Brisbane’s luxury property market deserves specialist representation,” Matt said.

“By focusing exclusively on properties above $4 million, we can provide the bespoke campaigns, global buyer networks, and white-glove service that these exceptional homes require.”

Matt has spent 20 years with Ray White and claims more $10 million-plus sales than any other agent in Brisbane. 

His career total sits at $1.5 billion in residential transactions.

The new brand is separate from Ray White Collective, the business Lancashire co-owns with Haesley Cush. 

That agency ranked as Ray White’s number one international business for settled commission in the Multi-Partner Group category for 2025.

Matt said the agency is currently working with more than 4,000 active buyers seeking Brisbane homes in the $5 million-plus range – a mix of local, interstate, and overseas purchasers.

“Every property at this level tells a unique story and appeals to a specific buyer profile,” he said.

“Our role is to connect exceptional properties with the right buyers through strategic, high-impact campaigns.”

The service model promises privacy protection and support from consultation through to settlement for both buyers and sellers.

The post Matt Lancashire launches luxury-only agency for $4m-plus homes appeared first on Elite Agent.

For many property managers, insurance conversations sit in uncomfortable territory. There is often hesitation to raise the topic too directly for fear of “overstepping”, giving advice unintentionally, or being perceived as responsible if something goes wrong later.

It’s an understandable concern. Property managers are not insurers, and most are rightly careful about where their role begins and ends. There can also be legal and professional considerations if those boundaries are pushed too far.

That said, avoiding insurance conversations altogether can create greater risk, not only for landlords, but for agencies as well. The challenge isn’t whether insurance should be discussed, but how those conversations are framed and documented in a way that’s appropriate and protective for everyone involved.

Where the line sits

One of the biggest concerns we hear from agencies is the fear of giving “insurance advice”.

In broad terms, advice involves telling someone what to do or what product to choose. Education, on the other hand, focuses on helping someone understand risks and options.

Explaining that different policies cover different risks, highlighting that not all insurance responds to tenant-related damage or loss of rent, listing the facts of cover, or reminding a landlord to review their cover generally falls into education, not advice. The distinction matters because education supports informed decision-making without assuming responsibility for the outcome.

This is often where property managers add the most value: helping landlords understand that insurance is not one-size-fits-all, and that rental properties carry risks that standard policies may not address.

Framing insurance conversations safely

The safest insurance discussions tend to be factual and framed around awareness rather than recommendation.

Instead of positioning insurance as a must-have, the conversation can focus on realities:

• Insurance policies differ
• Coverage depends on policy type and terms
• Some common rental property issues may not be covered under certain policies

This approach does not tell a landlord what to buy. It simply encourages them to ensure their cover aligns with how the property is being used.

Importantly, these conversations do not need to be lengthy or technical. Often, a simple prompt at the right time (maybe at onboarding, renewal or when circumstances change) is enough to avoid future surprises.

Recommending a provider vs recommending a review

Another area where property managers tread carefully is the difference between recommending an insurance provider and recommending a review of insurance.

Suggesting that a landlord reviews their insurance, checks whether it covers tenant damage or loss of rent, or seeks advice from an insurer or broker is very different from recommending a specific product or company.

The former is about due diligence and risk awareness. The latter can feel like endorsement.

Many agencies find comfort in language that points landlords toward action without directing the outcome… encouraging them to speak with their insurer, broker or a specialist landlord insurance provider to understand whether their cover suits a rental property.

Why documented conversations matter

Even well-framed insurance conversations lose much of their value if they are not documented.

When insurance issues arise, disputes often hinge on memory of what was said. Having a simple record that insurance was discussed, or that a review was recommended, can make a significant difference months or years later.

Documentation is about clarity. It helps align expectations and demonstrates that the agency raised appropriate considerations without stepping outside its role.

Over time, documentation also protects agencies from reputational risk, particularly where landlords believe an uncovered loss “should” have been insured.

A practical balance

Avoiding the topic of insurance altogether may feel safer in the moment, but it can leave both landlords and agencies exposed when something goes wrong. Clear education (and clear documentation) helps strike a balance between overstepping and under-communicating. Want more guidance? Partner with EBM RentCover today.

The post Insurance conversations: Why silence can create greater risk appeared first on Elite Agent.

Economists remain split on how significantly the Federal Government’s latest housing tax reforms will affect property prices, with forecasts ranging from a modest slowdown in growth to potential falls of up to 5 per cent in the near term.

The Budget changes begin flowing through the market from May 12, when negative gearing is limited to new builds, immediately reducing tax advantages for investors in existing properties. A second shift follows in July 2027, when the capital gains tax discount is replaced with an inflation-linked system and a 30 per cent minimum tax rate, further tightening long-term returns and reshaping investor incentives.

The government says the reforms are designed to improve housing fairness, support first-home buyers, and encourage new housing supply; Treasury modelling suggests the changes will slow house price growth by around 2 percentage points over two years compared to previous forecasts, describing the impact as small and temporary.

However, economists remain divided on how the market will respond once investor behaviour adjusts.

At one end, AMP chief economist Shane Oliver warns prices could fall by up to 5 per cent in the near term if investors retreat due to weaker after-tax returns. He told the ABC that Australia’s underlying housing shortage is unlikely to be resolved without stronger supply-side growth.

Commonwealth Bank senior economist Trent Saunders said house prices are expected to eventually be around 3 per cent lower than they otherwise would have been. However, he said the adjustment would be gradual, with policy changes expected to subtract about 0.6 percentage points from annual price growth by the end of this year, and just under 1 percentage point over 2027.

He also warned there is a risk of a sharper short-term downturn if investor sentiment weakens more than expected.

Grattan Institute senior associate Matthew Bowes said the impact on prices is likely to be limited: “The reforms only impact investments going forward from now, compared to the very large size of the Australian property market; they don’t look to have a large impact on property prices.”

Grattan estimates house prices could be around 1 per cent lower than they otherwise would have been, broadly consistent with Treasury modelling.

On supply, economists remain divided. Commonwealth Bank expects the combined policy settings to be “neutral to slightly positive for supply,” supported by incentives for new construction. AMP, however, argues investor withdrawal could weigh on building activity and contribute to ongoing undersupply.

Grattan also points to broader structural constraints, particularly planning and zoning restrictions, as the key barrier to improving housing affordability, arguing tax changes alone are unlikely to materially shift supply outcomes.

Despite differing forecasts, most economists agree the reforms are more likely to slow price growth than trigger a sharp correction, with long-term housing outcomes still driven primarily by supply constraints rather than tax settings alone.

The post Economists divided on housing impact as Budget tax overhaul reshapes investor market appeared first on Elite Agent.

Most agents walk into a listing presentation with the same marketing schedule as every other agent in the room.

Same REA packages. Same Domain options. Same proposal. Same slide deck with the logo swapped out.

And then it comes down to something you can’t always control – for example, likeability or price.

In the latest (extended) edition of the AI Edit Elite Agent’s Samantha McLean makes a case for a completely different approach. One that starts not with how you’ll market a property, but who you’re marketing it to.

Watch the full episode:

Rebuilding the factory

Here’s a story Samantha shared that reframes how most agents are using AI right now.

In the 1890s, when factories started replacing steam engines with electrical ones, productivity didn’t improve. Everyone was scratching their heads. It took another 30 years – until the early 1920s – before someone thought to redesign the factory itself around what electricity made possible.

 Sound familiar?

 “We’ve got a lot of people saying, ‘Write me a listing description’ or ‘Make this email sound better,'” Samantha said. “But we still haven’t redesigned the factory. We haven’t thought about what happens when we put AI first.”

That’s the difference between bolting AI onto an existing process and rethinking the process entirely.

Start with WHO, not how

The technique Samantha demonstrates in this episode borrows from e-commerce marketing – an industry that would never dream of selling a product without first profiling exactly who’s buying it.

“Mecca has a clear idea of who their customer is,” she said. “They don’t discount or anything like that. They just know who their customer is because they’ve profiled them down to the nth degree.”

The same principle applies to property. Instead of marketing a four-bedroom home to “anyone who’ll buy,” Samantha’s approach uses AI to identify distinct buyer personas – each with different motivations, income levels, and emotional drivers.

For a single-level home in Broadbeach Waters, those personas ranged from lifestyle downsizers (“they want a home that feels easy from day one”) to executive lifestyle buyers drawn by the polished, private feel of the property.

Each persona gets its own listing description. Each description speaks to what that buyer actually cares about.

The step-by-step process

Samantha walked through the full workflow live:

1. Research the property using Perplexity. Not ChatGPT – Perplexity, because it gives sources you can verify. When was it built? What are the standout features? What do locals love about the area? This gives the AI real data to work with instead of inventing schools that don’t exist.

2. Feed those features into ChatGPT with a persona prompt. The prompt Samantha uses asks for five buyer personas including a bio, income level, and a short story about what drives their interest in the property. The output is a set of clearly defined buyer profiles that you can actually visualise.

3. Generate persona-specific listing descriptions. One prompt, five descriptions – each speaking directly to a different buyer type. “Effortless single-level living with resort-style ease” for the downsizers. “The family home that works now and grows with you” for the upgrading family. Language that means something to the person reading it.

4. Create targeted Facebook ads. Using Meta’s headline, copy, and link description templates, ChatGPT generates ads mapped to each persona. Instead of targeting everyone in a postcode, you can now target the people most likely to buy.

5. Combine into one master listing description that covers all personas for portals like REA and Domain.

“What I want to teach you is a technique to be able to find buyers even when you think there are no buyers out there,” she said.

The persona approach does three things:

1. It lowers costs. Targeted advertising spend instead of broad-spectrum marketing.

2. It creates a personal touch. If a buyer receives marketing that feels like it was written for them, they’re more likely to act.

3. It sets you apart. When three agents walk in with the same marketing schedule, the one who walks in with a tailored buyer analysis and persona-specific copy is hard to ignore.

The real results

Samantha shared a case studies from agents who’ve used this technique.

The first was an agent dealing with a strata nightmare – an apartment building with years of concrete problems that nobody wanted to touch. After rewriting the listing copy using the persona approach, she got two unconditional sales, three extra appraisals, and sold another property off-market. Her Ignite reports showed a significant spike in views as soon as the copy changed.

The second was an accelerator graduate who won the biggest listing in her area – a $2 million property where the average sale price was much lower – by using this exact technique before the listing presentation.

The one-button version

For those who want the shortcut, Samantha demonstrated Elite Agent’s Insiders tool (powered by Ailsa), which runs the entire workflow – property research via Perplexity, persona generation, listing copy, and Facebook ads – from a single property address.

“If you can save a mouse click, do it,” Samantha said. “Because then you can spend more time actually talking to people.”

Elite Agent Insiders is available at $29.70 per month or $297 per year for a limited time.

The agents who will stand out aren’t the ones using AI to write generic listing descriptions faster. They’re the ones using it to think differently about who they’re selling to – and walking into listing presentations so prepared that the vendor can’t ignore them.

The full AI Sprint series continues over the next three weeks, covering DISC profiling, objection handling, pitch rehearsal, and more. Episode 12 Extended Edition is available to watch now.

Sign up for the next three lessons in the sprint

Sign up for Elite Agent Insiders

The AI Edit is a weekly series from Elite Agent exploring practical AI applications for real estate professionals. Watch all episodes here .

The post Stop Selling to Everyone: How AI Buyer Personas Can Transform Your Next Listing Presentation appeared first on Elite Agent.

Adam Roberts has rejoined the Ray White network, taking up a role with RWC Robina more than two decades after beginning his real estate career with the group.

The appointment reunites Adam with Steve Mutton, who gave him his first opportunity in the industry.

“Coming back to the Ray White network in a leadership agency role is something I’m genuinely excited about,” Adam said.

“The opportunity to work alongside Steve Mutton again – the person who first gave me my start in real estate – made the decision an easy one.”

Adam spent 12 years with Ray White before moving into senior commercial property roles with CBRE and independent agency Lacey West in Burleigh Heads.

He brings more than 20 years of experience across sales, leasing and asset management, working with clients ranging from private investors to government agencies and ASX-listed companies.

“My focus has always been on understanding what drives my clients and helping them achieve the strongest possible outcomes,” Adam said.

On current market conditions, Adam noted that South East Queensland’s commercial sector has maintained momentum despite broader economic uncertainty.

“The market has remained resilient since COVID, with record pricing across both sales and leasing,” he said.

“Demand continues to outweigh supply, and we’re still seeing strong momentum across South East Queensland despite uncertainty on the global stage.”

The post Adam Roberts returns to Ray White after 20-year career journey appeared first on Elite Agent.

Tina Chamberlain has returned to Ray White Hawke’s Bay – the agency where she started her real estate career in 2010 – this time as auction manager.

Tina made history in 2020 as the first woman in New Zealand to win a national auctioneering title. 

After a period in the South Island, she’s back in Hawke’s Bay with a mandate to grow the region’s auction culture.

“Hawke’s Bay presents an exciting challenge, and I am genuinely motivated to help normalise auction as a trusted, preferred method of sale,” Tina said.

The region has not traditionally been a strong auction market, but Tina sees opportunity in that gap.

“I didn’t just want to facilitate sales, I wanted to lead them,” she said.

“I chose this path because I’m passionate about the process – I love the challenge of elevating the moment, engaging the people, and exceeding expectations for my clients.”

Her 12-month plan focuses on building internal auction rhythms and educating the local community on how auctions can reduce days on market while achieving strong results.

For Ray White Hawke’s Bay managing director Elanor Macdonald, the appointment marks a deliberate shift in the agency’s approach.

Elanor admitted the agency previously bought into what she called “the myth that auctions don’t work here.”

“We’ve seen how successful auctions are across the Ray White network, particularly in reducing days on market and driving strong competition,” Elanor said.

“In today’s uncertain environment, they offer a clear pathway to a sale. For vendors who need to sell and want the best price in the current market, auction can be a real winning choice, often achieving results within a month.”

Elanor said Tina’s return felt like the missing piece.

“We knew the strategy was right, but we were waiting for the right person to lead it,” she said.

“Beyond her skills, Tina just fits our values perfectly. She’s all about integrity and actually getting the result.”

The post Champion auctioneer Tina Chamberlain returns to Hawke’s Bay roots appeared first on Elite Agent.

There’s something fitting about a real estate agency born on the doorstep of some of Queensland’s most coveted beachside suburbs.

Quiet streets, salt air, and a community that people don’t stumble into — they choose.

It’s here, among the beachside pockets of Bokarina, Warana, Wurtulla, Birtinya, and Little Mountain, that Steven du Preez has launched du Preez & Co, a boutique agency built on a single, unfussy premise: real estate done properly.

A Different Kind of Agent

Before Steven du Preez ever held a real estate licence, he spent years working as a Chartered Accountant.

Numbers, structure, discipline – a world away from the open homes and auction paddles that would come later. But that background, he’ll tell you, is precisely what sets him apart.

“I’m not someone who makes decisions on gut feel alone,” Steven says.

“I want to understand the data, the market, the financial picture behind every property. That gives my clients something a little different, advice that’s grounded in analysis, not just enthusiasm.”

Real estate, for Steven, sits at an intersection he finds genuinely compelling: people, property, and financial decision-making converging in a single transaction.

The Sunshine Coast, where he chose to raise his family and has invested in property himself, only deepens that connection.

“People move here to build a life, raise a family, slow down a little,” he reflects. “To be trusted with that kind of decision is something I’ve never taken lightly.”

Recognition Built on Results

In the several years since entering the industry, Steven has built a reputation that speaks for itself. A finalist for several industry awards, including Regional Sales Agent of the Year, the Real Estate Rising Star Award, and recognised as a Suburb Top Agent.

“I’m proud of those recognitions,” he says, “but ultimately what drives me is the result for the client, not the accolade.”

That consistency: clients returning, referrals following naturally, relationships that outlast any single transaction, that is the real measure.

What he loves most about the role hasn’t changed.

“The moment a campaign comes together the way it should. When you’ve done the work – priced it properly, positioned it well, brought the right buyers to the table – and it results in a strong outcome for the seller. There’s real satisfaction in that. But equally, those quieter moments when a client finally feels like the process is in good hands. That shift from anxious to confident, that means a lot.”

The honest side of the role gets equal acknowledgement.

“Managing expectations in a market that can shift quickly is the hardest part. The best thing you can do for a client is to be honest with them, even when that’s not what they want to hear. I’d rather have a difficult conversation early than a disappointing result later.”

The Decision to Build Something of His Own

Launching du Preez & Co wasn’t an impulsive move. The idea took shape gradually, turning over slowly before arriving with clarity.

“It’s one of those ideas that grows slowly and then happens quickly,” Steven says. “When I actually committed to it, things moved fast.”

The frustrations that preceded the decision were familiar ones.

A lack of control over the client experience. Systems that didn’t match his standards. The feeling that every property was being fed through the same formula, regardless of its individual character.

“I care deeply about communication, keeping people informed, being responsive, making sure nothing falls through the cracks. When the structure around you isn’t aligned with that, it’s frustrating. I also wanted the freedom to be genuinely strategic. Every property deserves its own approach.”

The fears were real, building a client base, establishing a brand, finding traction in a competitive market.

But the groundwork had been laid over years: strong relationships, deep local knowledge, a clear vision for what the business would stand for.

“The fears were real, but so was the preparation,” he says.

“Mostly, things have played out the way I’d hoped – with a few reminders along the way that patience is part of the process.”

Less Noise. Real Estate Done Properly.

The brand Steven has built around du Preez & Co is deliberate in its restraint. Clean lines, considered language, nothing superfluous.

The tagline – Less Noise. Real Estate Done Properly. – isn’t a marketing construct. It’s a description.

“The combination of a Chartered Accounting background with genuine local knowledge and on-the-ground experience isn’t something you find everywhere,” he says.

“I approach property the same way I’d approach any significant financial decision — with structure, evidence, and a clear head. ‘Less noise. Real estate done properly.’ That’s not a tagline — it’s genuinely how I operate.”

Every campaign at du Preez & Co is built around the individual property — its character, its market, its moment. The focus is on attracting the right buyers, generating genuine competition, and delivering outcomes that hold up. Not volume. Not noise. Just work done well.

“I want du Preez & Co to become the name people on the Sunshine Coast think of when they want it done properly,” Steven says. “That kind of reputation takes time to build, but it’s the only kind worth having.”

The post Sun, Sand and Sold: Steven du Preez launches boutique Real Estate Agency on the Sunshine Coast appeared first on Elite Agent.

Twenty years in property management teaches you a lot of things, including how to read a room, how to deliver news no one wants to hear and how to hold your ground when someone pushes back.  

However, Sophie Kennedy Rush, Director and Business Development Manager at Buxton in Geelong, says nothing quite prepared her for the conversation she now has, every single day, with investors across the region. 

Telling someone who has just spent $750,000 on an investment property that they may be facing several weeks of vacancy, plus unexpected compliance costs on top, before a single renter walks through the door is, she says, one of the hardest conversations a property manager has to have.  

“You need to be experienced to be able to have that conversation in a way that doesn’t rub anyone up the wrong way – that is very educational and makes them feel nurtured rather than scared,” Sophie says. 

She believes the goal is to make that person feel informed and supported, not blindsided. 

The trigger was Victoria’s November 2025 rental reforms, the latest wave in what has been, by any measure, one of the most significant legislative overhauls the state’s rental sector has seen.  

And while the changes have been building for years, this round introduced something that caught many investors off guard – properties must now meet full compliance standards before they can even be listed for rent. 

Before you can advertise, you have to comply 

Victorian rental properties must now satisfy four key compliance areas before going to market: gas safety, electrical safety, smoke alarms, and minimum standards.  

That last category alone contains 15 separate requirements. Until every box is ticked, the listing cannot go live. 

“In the past, we would advertise and then use that downtime prior to availability to get these safety checks and odds and ends done,” she explains.  

“But now, everything needs to be finalised before we can even advertise.” 

The knock-on effects stack up quickly.  

Qualified trades are in short supply and once a compliance check is done, rectification works may be needed, which means more wait time, more bookings, more expense.  

And for investors purchasing new properties without pre-settlement access clauses written into their contracts, vacancy can begin before a single renter application is received. 

“Every rental property needs these checks and there are limited trades available to do them properly. You can get any trade to do it because important items can be missed, which can result in thousands of dollars worth of fines, both for an owner and an agent. If you want someone doing it properly and thoroughly, there are going to be delays,” she said. 

It isn’t only new tenancies affected. When an existing tenant vacates, the property must be re-checked before it goes back to market.  

The days of listing the same day a notice to vacate arrives are gone. 

“No longer can we advertise that property same day as getting a notice to vacate,” Sophie says.  

“We have to wait for that compliance check to come through to ensure the owner is protected from penalty.” 

The liability no one talks about 

Sophie is also direct about why she won’t take shortcuts and why she doesn’t let her staff sign off on minimum standards reports themselves. 

“I’m not a qualified trade. I can’t tell you whether a property has correct lumens. I can’t tell you if there’s correct ventilation. I’m simply not a builder, nor should we be taking on that liability.”  

The stakes, she says, are high. Miss a blind cord, and the owner faces an $11,000 fine. The agency faces $56,000. 

“For the cost of a $150 check to hand that liability to a qualified trade, it’s a no-brainer,” she says. 

“But we’re still having to justify that extra expense on top of the vacancy, and that’s a tough conversation for someone who’s purchased an investment for income.” 

Proactive, reactive, and everything in between 

Sophie has developed a simple philosophy for managing the expectation gap. 

Get in early wherever possible, and be relentlessly transparent when you can’t. 

For buyers, she works with them before settlement, which means flagging specific contract clauses that can secure pre-settlement access, buying time to get compliance work started before the clock officially starts ticking. 

For those who come to her after the fact, it means walking them step by step through a process that can’t always be mapped out in full upfront. 

“Until we get to this step and the initial compliance is completed, we’re not going to know the exact timeline and the next step,” she says.  

“But because we are a big player in our region, we are luckily prioritised by trades and our works are done quickly, and that helps minimises some of the loss.” 

What the data shows 

Despite the weight of the reforms, Victoria’s vacancy rates have remained remarkably stable.  

Sophie has been watching the numbers closely; Melbourne’s total vacancy has barely shifted – fluctuating between 2.4 and 2.6 per cent over the past twelve months. 

Victoria as a whole has tracked similarly narrow ground, ranging from 2.2 to 2.4 per cent. 

Geelong tells a slightly different story, moving from 2.0 to 2.5 per cent across the same period, a 0.5 per cent range that, while still tight by any measure, represents more movement than metro markets do.  

Since the November reforms specifically, regional Victoria has seen a 0.5 per cent uptick in vacancy, compared to just 0.1 per cent in Melbourne and Victoria broadly. 

“I think many regional properties – where perhaps they needed a little bit of love – have had to have work done, and that’s increasing vacancy. Partner that with investors who are cautious or concerned about legislation not entering the market or exiting we were bound to see an increase in vacancy,” she says.  

An industry at a turning point 

When asked about the impact of recent reforms on property management, Sophie says the landscape remains complex. 

“Those that are still here will always be here,” she says.  

“These changes pushed out a lot of industry peers. And then it’s made a lot of us veterans stay. This landscape is angled toward the educated or those who train staff well.”  

She says the burden has fallen disproportionately on rentals compared to sales, and she’s watching with interest as other states move through similar reform journeys at different speeds. 

“We’ll all be loosely aligned at some point,” she says. 

“It just depends on how quickly.” 

The post The tough compliance conversation every PM needs to have  appeared first on Elite Agent.

Highland hosted its annual Blue Crew event, bringing together team members from the Gold Coast, Sydney and the Southern Highlands offices for an energising and inspiring day of connection, collaboration and forward thinking.

Built around the theme “Big Energy, Bold Ideas, One Team,” Blue Crew 2026 captured the spirit of ambition, unity and momentum that continues to drive the business forward.

The event featured an exceptional lineup of guest speakers, including Josh Phegan, High Performance International Trainer and Coach; Joe Shannon, Director of The Efficiency Co; Anthony Bell, CEO of Bell Partners; and Anthony Minichiello, Former Kangaroo, State Of Origin and Sydney Roosters Player, whose insights set the tone for a day centred on growth, performance and opportunity.

Attendees also heard from CEO David Highland, alongside a dynamic group of panellists including Bill Malouf, Laura McKay and John Schwarzer, as well as emerging talent from across the business. 

Together, they delivered expert insights into sales, property management, technology and digital marketing.

The sessions provided a powerful and forward-focused look at what it means to work at Highland today and into the future. 

Hearing directly from rising stars and experienced leaders alike made for an enriching and insightful morning that highlighted the depth of talent across the organisation.

Blue Crew 2026 provided a platform to align teams across regions while celebrating the culture and capability that underpin Highland’s success. 

The atmosphere throughout the day reflected the event’s theme full of energy, fresh thinking and a strong sense of unity providing inspiration, guidance and support to take on the remainder of the year.

“We’re incredibly proud of the passion and capability across our team,” Highland’s CEO David Highland said.

“Blue Crew brings our culture to life, connecting our people, celebrating bold ideas and reinforcing the strength we have as one team.”

Blue Crew 2026 stands as a testament to Highland’s commitment to its people, its culture and its future, continuing to build momentum as the year unfolds.

The post Highland’s 2026 Blue Crew Conference showcases talent and strengthens connections across the group   appeared first on Elite Agent.

A proposed $1.5 billion Trump Tower on the Gold Coast has been abandoned, with the Australian developer and the Trump Organization trading blame over who torpedoed the deal.

Altus Property Group’s David Young announced the split this week, claiming the Trump brand had become “toxic to Australians” following the US war in Iran.

The Trump Organization hit back, accusing Altus of delivering “empty promise, after empty promise” and failing to meet “the most basic financial obligation” required to execute the agreement, according to The Guardian.

The collapse comes barely three months after Mr Young and Eric Trump posed for handshake photos at Mar-a-Lago on Valentine’s Day, announcing what they claimed would be Australia’s tallest building – a shimmering tower emblazoned with the Trump name rising above Surfers Paradise.

“I am so proud to announce what will soon be the tallest building in Australia – Trump International Hotel & Tower Gold Coast,” Eric Trump wrote at the time.

Mr Young took to LinkedIn this week to clarify that it was the developer – not Trump – walking away from the deal.

“DEVELOPER ABANDONS PLAN FOR A TRUMP BRAND TOWER,” he wrote in all caps, correcting media coverage.

He described the toxicity around the Trump brand as “grossly unfair” on a business that had “nothing to do with the President”, calling the association “pure sensationalism”.

“There is no acrimony between the Trump family and myself, why would there be after knowing them for 19 years when no one here then even knew who Donald Trump was,” Young wrote.

“It is pure business.”

The Trump Organization’s statement suggested otherwise.

“Mr Young’s attempt to blame certain world events for our termination of the agreement is merely a ploy to distract from his own defaults and failures,” the company said.

Mr Young denied the collapse was due to missed obligations, saying his team “knew it was time to part company” given the Iran war and associated pressures.

Both parties claim they’re pressing ahead with separate tower plans in Australia.

The post Trump Tower Gold Coast scrapped as developer calls brand ‘toxic’ appeared first on Elite Agent.

Retired talk show host Sally Jessy Raphael has put her historic New York mansion back on the market for the third time, now asking US$5 million (A$7.9 million) – down from the original US$6.5 million (A$10.3 million) asking price in 2023.

The Emmy-winning television personality, 91, has owned the Elizabethan-style property in the Hudson Valley village of Pawling since 1997, when she purchased it for US$1.725 million (A$2.7 million).

Known as Elmwood Farm, the timber-frame manor house sits on 25 acres in the Quaker Hill community, about two hours north of Manhattan.

The property’s history stretches back to 1744, when it was farmland. 

The main mansion was built between the 1860s and early 1900s, and remained in the same family for nine generations before Sally acquired it, according to Mansion Global.

The eight-bedroom home features 10 fireplaces, cathedral ceilings, a private chapel, and a glass-panelled sunroom. 

Original details include carved millwork, panelled ceilings, intricate leaded glass windows, and a grand oak staircase.

Beyond the main residence, the property includes two caretaker homes, a carriage house that serves as an entertainment space and guest residence, staff quarters, a greenhouse, a yoga space, and a 12,000-square-foot stable with wood-panelled interiors.

There is also an unused pool requiring restoration.

The property was first listed in 2023 at US$6.5 million (A$10.3 million), then reduced by US$1 million (A$1.6 million) in 2024 before being withdrawn from the market.

Jake Garay with Serhant has the listing.

The post Talk show host Sally Jessy Raphael relists historic Hudson Valley estate appeared first on Elite Agent.

One of Queensland’s largest independent agencies has rebranded after nearly two decades, with All Properties Group becoming Avenue Property.

Director and principal of the Gold Coast office, Nathan Simon, said the change was driven by practical challenges that emerged when the agency expanded to the Gold Coast 18 months ago.

“We had to introduce All Properties Group Gold Coast and have different colours and a logo style down here, and there was this disconnection,” Nathan said.

“You couldn’t drive from Brisbane to the Gold Coast and see the same company.”

Rather than continue with separate regional identities, the leadership team opted for a complete overhaul.

The new Avenue Property brand introduces a refined visual identity, adding deep purple alongside the company’s signature orange.

“We’ve kept the loud orange to make sure our brand pops everywhere we’re seen,” Nathan said.

“It still plays homage to the original nineteen years we spent as All Properties Group.”

Nathan said the rebrand also reflects shifting expectations among agents about how agencies present themselves.

“There’s a shift in a lot of real estate agents’ expectations on the brand’s style and imagery and the way that things are represented in the market,” he said.

“This move to chic, bougie-style styling – that was one of the main reasons we wanted to make sure this company has the room to grow and build across multiple markets.”

The agency operates two offices – Browns Plains and Gold Coast. 

Nathan leads the Gold Coast operation alongside business partner Chris Gilmore, while the Browns Plains office continues under Chris and principal John Stilianos, who also serves as the group’s sales manager.

Nathan said that no personnel changes accompanied the rebrand.

“We want the public to know that we’re the same people. There’s been no changes of faces, no changes of directors, no changes of anything – just a shift in quality.”

John said the rebrand was designed with growth in mind.

“Our growth plans are to land on 1,000 settlements per year, to have a good bunch of people working in and around us that love what they do, that are passionate about what they do,” John said. 

“Not necessarily to grow interstate or expand other offices. 

“Just to provide an environment where agents can be very successful.” 

The post All Properties Group rebrands to Avenue Property after 19 years appeared first on Elite Agent.

I woke up this morning and did what I suspect you did: scrolled through the socials to see how agents were reacting to last night’s budget.

It was… a lot.

Long posts that need their own table of contents. Hot takes from people who maybe haven’t read past the headline. Doom and gloom from agents whose clients are probably watching them post it in real time.

But here’s what I actually see when I look at last night: an opportunity.

This might be one of the first big moments where you get to prove that you’re an agent who is valuable beyond the tech.

Your clients can Google the budget changes. They can ask ChatGPT. They can read a hundred hot takes before lunch. What they can’t get from any of that is someone who knows their property and situation and picks up the phone to walk them through it.

AI just made it possible to understand complex tax reform in an afternoon. The question is what you do with that understanding… and how valuable can you make yourself in this moment?

So here are five things you can do right now with the actual budget documents that will put you ahead of every other agent in your market by tomorrow morning.

1. Build an interactive tool for your website

We built an interactive flowchart that walks investors through the decision tree: Do they already own? Are they buying? New build or established? Each path leads to a clear outcome – what’s grandfathered, what’s in the grace period, what’s restricted.

Here’s mine if you want some inspo.

You can build your own version. Take the budget paper (specifically Section 4 from the Treasury website), open up a Claude project or ChatGPT, paste it in, and ask it to create an interactive tool that helps your clients figure out where they sit.

Yes, that’s it, there is no punchline.

Then, put the tool on your website. Not as a PDF download behind an email gate. Not as a 47-slide carousel. As something useful that people can actually tap through and get an answer.

Share that on the socials. So, while everyone else is posting walls of text, you’ll be the agent who built something a client can actually use.

2. Create a project and really understand the detail

There is a lot of nuance in the actual budget documents that isn’t making it into the coverage you’re reading this morning. Not because the coverage is bad, but because 1,200-word articles can only hold so much.

Go to the Treasury website. Download Budget Paper No. 1, Statement 4. It’s the section on tax reform for workers, businesses, and future generations.

Then throw it into a Claude project or a custom GPT. Ask it questions. Stress-test the scenarios your clients will call you about today.

• “What happens if my client bought in March 2026 but doesn’t settle until August?”
• “How does the CGT split work for a property held since 2015?”
• “What does cost base indexation actually mean in dollar terms on a property purchased for $600,000 in 2019?”

Our Budget Night breakdown is the TLDR – and we’ve got more coming this week.

But there’s no substitute for sitting with the source document and building your own understanding. The agents who do this will hear it in their own voice when they explain it to clients. The ones who don’t will sound like they’re reading someone else’s summary.

3. Build an interactive CGT calculator

This one’s for the agents who want to go a step further.

The new CGT model is the part most investors will struggle with. The 50 per cent discount is simple – halve it, done. Cost base indexation? A split at 1 July 2027? A 30 per cent minimum tax on real gains? That’s three moving parts, and most people’s eyes will glaze over by the second one.

So here’s an idea: Take the budget papers, CPI detail and load them into a Claude project or custom GPT, and ask it to create an interactive tool where a client can plug in their purchase price, purchase year, and estimated sale price, and see the difference between the old CGT rules and the new ones side by side.

It doesn’t need to be tax-advice-grade accurate. It needs to be accurate enough to show the shape of the change. Add a disclaimer. Point them to their accountant for the real numbers.

But the agent who can sit across from an investor, pull up a calculator on their phone, and say “let me show you what this actually looks like for your property” – that’s a different conversation from the macro conversation in the mainstream media.

4. Build a rent roll impact calculator

This one’s for the principals who might want to think about this early.

If the negative gearing changes push some investor clients to sell established properties rather than hold, that’s not just a sales conversation. It’s a rent roll conversation.

Every property that leaves a rent roll has a dollar value attached to it and that’s usually a number that deserves attention.

So build a calculator. Load the budget papers into your AI project and ask it to create a simple tool where you can input your current rent roll size, average management fee, and a scenario for how many properties might sell over the next two to three years. Show the impact on annual revenue and on the capital value of the rent roll.

It doesn’t need to predict the future. It needs to make the risk visible – so you can plan for it, have the conversation with your team, and start thinking about where the replacement properties come from.

According to the Treasury’s own historical analysis, more than half of negatively geared properties are sold or become positively geared within four to five years, and over three‑quarters do so within ten.

In other words, the ‘churn’ you see in your rent roll is exactly what the budget is assuming will happen – this is the baseline, not a doomsday scenario.

5. Pick up the phone

You’ve done the work. You understand the detail. You’ve built the tools. Now use them; one conversation at a time.

Call your investor clients. Not to broadcast. To check in. Ask how they’re feeling about the changes. Ask if there’s anything they’d like explained. Then pull up the flowchart, walk them through the calculator, and show them where they actually stand.

Here’s the thing about an AI world: the tools are incredible. You can build a flowchart, a calculator, and a custom GPT in an afternoon. But none of that replaces the moment where a human being picks up the phone and says, “I’ve been thinking about you — how are you going?”

I say this from experience. I’m still waiting for a call from my investment property manager after the cyclone in February 2025.

It’s the little human touches in an AI world that will really make the difference. The agents and property managers who get this, (who use AI to do the heavy lifting so they can spend more time on the human stuff), they’re the ones who’ll keep their clients.

And while you’re on the phone, listen. Are they thinking about holding? Selling? Buying something new? Make a note in the CRM. One round of calls this week will tell you more about your pipeline for the next 12 months than any market report.

Then, do some team building. PMs know which investors are getting nervous about holding. Sales needs to know who might be about to list. That intel flows both ways – and right now, in most agencies, it doesn’t. The budget just gave every office a reason to have a group brainstorm session.

The bottom line

This is what using AI well actually looks like.

Not replacing the human element. Clearing the path to it. Use AI to understand the information quickly – the budget papers, the tax models, the scenarios your clients will ask about – so you can spend your time on the thing that actually matters: being there for the people who need you.

Build the tools. Do the work. Then pick up the phone.

The budget papers are right there. Your clients are right there. Use both.

Usefulness will be in short supply for the next few weeks. Opinions won’t be.

So, complain to your partner. Your friends. Your dog. Your cat. Whoever will lend a sympathetic ear. Get it out of your system.

Then get back to work. Your clients need you today more than they needed you yesterday. That’s not a bad place to be.

Read our full Budget Night breakdown: What Just Landed: The Budget Night Negative Gearing Breakdown

The post Build the tools. Then make the call appeared first on Elite Agent.

Henry Wong, who operates The Henry Wong Team with REMAX Revolution in Brisbane, has carved out a unique niche in the market by connecting buyers and sellers in ways that traditional local agents simply cannot.

“I introduce buyers that have never heard of the suburb, which local agents can’t do,” Henry said.

“The majority of local agents rely on realestate.com.au and Domain. But how search engines work is that you must have heard of the suburb to put it in to find it. If you’ve never heard of it, you can’t find it.”

From commercial to residential

Henry’s journey in real estate began in 2006 when he worked for his father’s commercial real estate business, Red Key Real Estate in Sunnybank.

“I’ve never had a salary since 2006. I’ve always been commission only,” he said.

When his father sold the business in 2012, Henry transitioned into residential real estate with REMAX, starting completely from scratch.

“I didn’t have a database. I used to work in a team. I literally started from zero when no one knew me,” he said.

“I maxed out two credit cards and over time built my database. I tried what works, what doesn’t work. And then things just kind of happened one day.”

A different calibre of client

Henry’s commercial real estate background has proven invaluable in residential sales, allowing him to work with clients who have intergenerational wealth.

“I deal with people that buy each grandchild a house in cash and an entire investment portfolio for each grandchild,” he said.

This unique buyer pool means approximately 70 per cent of Henry’s contracts have no finance clauses, a significant advantage for sellers.

“If you’re a seller and you sign a contract at $2.1 million, and the bank valuer says it’s worth $1.6 million, you’ve got a problem,” Henry explained.

“Whereas I bring buyers at $2.1 million, literally cash. The bank valuation doesn’t matter. It goes through. That’s the difference.”

Mastering the auction method

Henry was recently awarded REMAX Australia’s number one auction agent in the country, a title he’s particularly proud of alongside his REMAX Titan agent status, Hall of Fame recognition, and Lifetime Achievement Award.

His success with auctions comes from understanding human nature and creating the right environment for buyers.

“In an auction environment, you can’t say ‘Can I have subject to sale on my house?’ or ‘Can you subject to bank valuation?'” he said.

“There are zero conditions in that environment. If you change the environment, you change the behaviour of people.”

Henry emphasises that auction success depends entirely on the auction agent’s ability to bring qualified buyers, not just the auctioneer’s skills.

“You can have the best auctioneer in Australia, but if the auction agent can’t bring any bidders, what good is that?” he said.

Adding value beyond the sale

What truly sets Henry apart is his extensive network and willingness to help clients beyond property transactions.

With over 11,800 Facebook followers and more than 8,400 LinkedIn connections, he’s become a connector in the Brisbane business community.

“I’ve actually helped a buyers get a job as a CFO paying half a million dollars a year,” he said.

“I connect the dots with people outside of real estate. That’s how I build my business.”

This approach has won him listings that might otherwise have gone to competitors.

Transparency and communication

Henry’s commitment to transparency extends to his vendor portal, which allows sellers to see every phone call, email, and SMS with buyers in real time.

“No other agent has that,” he said.

“I’ve never had a seller ask ‘Did you call the buyer back?’ They can see it ‘live’.”

He also maintains regular contact with sellers, speaking with them every one to two days throughout the campaign.

“Every single time I talk to them, most things are positive,” he said.

“When it comes time where you need to have a necessary conversation, they are more receptive to it. I’m no longer ‘bad news Henry.'”

This integrity-first approach means Henry sometimes walks away from business that doesn’t meet his ethical standards.

“I’ve actually rejected business where sellers won’t disclose stigmatised properties or illegal building work,” he said.

“A lot of agents want to take things just for the sake of making commission, but that’s just not me. I just say no.”

Looking ahead

Over the next three years, Henry is aiming to break into REMAX’s top five nationally, focusing on more expensive homes and larger blocks.

“I’ve got a lot of buyers for that, and that’s what I’m going towards,” he said.

With over three-quarters of his sellers being seniors who are retiring or about to retire, Henry has found his niche serving this demographic with the professionalism and care they deserve.

His background in software engineering and competitive chess gives him a unique analytical edge in the industry.

“I’m one of those very rare people that is academically strong, but I can also talk and do admin,” he said.

“I’m always looking at how do I get a seller’s or buyer’s attention, and how do I shorten the time it takes for them to make a decision?”

“I support those that support me. I open up my doors and my network to help people personally and professionally. That’s how I am.”

The post Henry Wong: Building bridges beyond real estate appeared first on Elite Agent.

Land tax is one of the most commonly overlooked costs in property investment. As an agent, here’s how to help your client factor it into long-term planning alongside rental income and capital growth.

Land tax is a state-based tax calculated on the total taxable value of land owned within a given state.

It applies to investment properties, commercial properties and vacant land, but excludes the owner’s principal place of residence.

It is assessed annually, meaning it is not a one-off cost like stamp duty but an ongoing obligation that increases as land values rise and more properties are added to a portfolio.

Because it is levied at the state level rather than federally, land tax operates differently depending on where an investor holds property, and that variation is something many investors fail to account for when planning their portfolios.

How the thresholds work

Each state administers its own land tax scheme, with different thresholds, rates and rules. 

The amount an investor owes depends entirely on where their properties are located and how much land they hold in each jurisdiction.

In New South Wales, the general threshold is $1.075 million. 

Victoria applies land tax from as low as $50,000, one of the lowest entry points in the country. 

Queensland’s threshold sits at $600,000, while South Australia’s is $732,000.

Western Australia, the ACT and Tasmania each have their own thresholds and rate structures as well.

Tax is calculated on the unimproved value of land, the land itself, excluding any buildings or structures, across all holdings within a single state. 

Once the combined value exceeds the relevant threshold, tax applies to the amount above it on a sliding scale that increases with total value held.

It is worth noting that land valuations are conducted by state revenue offices and may differ from market valuations or council rates notices. 

Investors should check how their land is assessed in each state, as the taxable value may shift from year to year independent of what is happening in the broader property market.

How liability grows with a portfolio

The compounding nature of land tax is where many investors are caught out. 

Each additional property purchased in the same state adds to the combined land value, pushing the total further above the threshold and increasing the annual bill, even if individual property values have not changed significantly.

For investors who have built their portfolios gradually over time, often within the same state for convenience or familiarity, the cumulative land tax liability can reach a scale that meaningfully affects cash flow.

Jack Carter, Director of Command Property, says it is one of the most commonly overlooked costs in property investment.

“Land tax is a hidden cost that can quickly eat into your profits if not managed correctly,” he says.

“If your entire portfolio is concentrated in one state, exceeding the land tax threshold becomes inevitable, holding properties in a single state could result in land tax bills of $50,000 to $60,000 annually.”

Diversification as a management tool

Because each state applies its threshold independently, spreading a portfolio across multiple states allows investors to access a fresh threshold in each jurisdiction, rather than compounding liability in one place.

An investor holding five properties spread across three states will generally carry a lower total land tax liability than an investor holding the same five properties in a single state, even if the underlying land values are identical. 

The structural benefit of diversification here is straightforward: more thresholds mean more headroom before tax applies.

“Spreading your investments across different states allows you to benefit from each state’s unique tax-free thresholds and lower your overall tax exposure,” Mr Carter says.

Geographic diversification also provides some protection against policy risk. 

Victoria’s land tax increases significantly raised costs for investors concentrated in that state, an outcome that a portfolio spread around the country, would have been better insulated against.

“If your portfolio is diversified, policy changes like this in one state won’t derail your entire investment strategy,” Mr Carter adds.

How to educate your clients

Land tax does not appear on a purchase contract or a standard lending assessment, which is part of why it catches investors unprepared. 

It is not factored into the upfront calculations most buyers run when assessing affordability or yield, and by the time the liability becomes significant, a portfolio may already be heavily concentrated in one state.

Although the Federal Budget did not make major changes to land tax, investors should also be aware that land tax rules can change. 

State governments have demonstrated a willingness to adjust thresholds, rates and exemptions, sometimes with limited notice, making it important to stay across the rules in each state where property is held.

The post What is land tax, and how does it affect property investors? appeared first on Elite Agent.

In the wake of a Federal Budget that has fundamentally reshaped Australia’s property investment landscape, the real estate industry is already moving beyond the politics of negative gearing and capital gains tax changes to confront a far bigger issue: what happens to the housing market from here.

The question now facing the sector is whether Australia can build enough homes, maintain investor confidence and prevent the rental crisis from worsening before the new rules take effect.

The reforms themselves are now largely understood: investors purchasing established residential property after Budget night will lose access to negative gearing benefits from July 2027, while the existing 50 per cent capital gains tax discount will be replaced with a new indexed system and a minimum 30 per cent tax on gains. Newly built homes remain exempt.

But within hours of the Budget landing, industry leaders had already moved beyond the politics of the announcement and onto the consequences.

Ray White Group Managing Director, Dan White, said the uncertainty now centres on how households respond over the next two years.

“People are already asking: ‘What’s going to happen to the market? Will the family home be more valuable given its tax-exempt status just became more special? Will more first-home buyers step up to replace investors in the established market? Will renters be able to afford the higher rents that new builds demand? Will existing investors hang on to their properties longer because of grandfathering?’”

“These are the big questions that we will be answering in the weeks and months ahead.”

He said most investors were not large-scale operators but everyday Australians.

“The majority of property investors we work with own one or two properties. These are not wealthy speculators, they are everyday Australians who have made long-term financial decisions based on a tax framework that has now fundamentally shifted,” he said.

He also warned the policy memory of past reforms should not be ignored. In 1985, the Hawke government scrapped negative gearing with no grandfathering. Rents in Sydney rose 50 to 60 per cent almost overnight. They had to reverse the decision within two years.”

“The government has learned that lesson. But the question now is what happens next and we are not confident the rental market is protected.”

Ray White Group chief economist Nerida Conisbee said the impact of reduced investor incentives would ultimately flow through to renters.

“Affordability pressure does not disappear when you reduce investor incentives; it shifts onto tenants. We have seen this play out before, and we would be deeply concerned to see that pattern repeated at a national scale,” she said.

The network also raised concerns about regional supply constraints and regulatory ambiguity.

“In many regional markets, there is no active development pipeline. In those communities, a reduction in investor participation in established property means fewer rentals, full stop,” she said.

Amid the uncertainty, some industry leaders are urging the sector not to overreact to early sentiment shifts.

Nigel O’Neil, CEO of Woodards, said the changes should not be interpreted as a signal of market instability.

“The opportunity hidden inside the Budget changes is that this is not a reason for panic. It is a reason for the property industry to lean into what it does best: providing calm, informed advice and helping clients make smart long-term decisions.

“There is no doubt the proposed changes to negative gearing and capital gains tax will create uncertainty for some investors. But uncertainty does not automatically equal crisis.”

Further, Mr O’Neil said existing investors should not assume their position has materially changed in the short term.

“Property remains a long-term asset built around time in the market, rental returns and capital growth,” he said.

“The bottom is not about to fall out of the market and this is certainly not the end of property investment.”

Any market response would be gradual rather than immediate.

“Where there may be a shift is in investor behaviour around established homes.”

The reasons people buy and sell property remain exactly the same he said: upsizing, downsizing and life events. 

For sales agents, the message right now should be about reassurance and education and seeking first to understand the legislation, then communicate it clearly and calmly to clients. 

“This is not a time for dramatic phone calls telling landlords to sell immediately.” 

Supply has already become the industry’s central focus

For many across the property sector, the debate is no longer about whether the reforms are fair or unfair. The bigger issue is whether the housing system can absorb them without worsening affordability and rental pressures.

LJ Hooker Group Head of Research, Economics & Business Intelligence, Mathew Tiller, said the industry’s immediate responsibility is accelerating housing supply fast enough to offset any decline in investor activity.

“The most important policies for improving affordability are the ones that make it quicker, easier and cheaper to build homes,” he said.

His comments reflect what is quickly becoming the defining industry narrative: if governments want to redirect investment toward new housing, the construction sector now has to prove it can actually deliver the homes required.

Planning reform, infrastructure investment, workforce shortages and development feasibility have suddenly become more important than the tax changes themselves.

“It’s positive to see the Budget place a stronger focus on planning reform, productivity and measures aimed at making it easier to build homes,” he said.

“The emphasis on faster approvals and reducing regulatory barriers is important because Australia’s housing challenge remains primarily a supply issue.”

That is likely to define the industry’s response over the next several years. Rather than spending the next year re-litigating the politics of negative gearing, the sector is now expected to focus on speeding up approvals, reducing construction bottlenecks and lobbying governments to make projects financially viable.

Confidence may become the market’s biggest risk

While the policy changes do not materially affect existing investment holdings immediately, several industry leaders warned the psychological shift could be far more powerful than the tax changes themselves.

BresicWhitney CEO, Will Gosse, said confidence and sentiment would likely move first.

“The reforms to negative gearing and capital gains tax are the most significant shifts in property investment policy in a generation,” he said.

“And yet, the immediate material impact on existing investors is minimal. Current arrangements remain intact. It’s those looking to enter the market, or continue building portfolios as wealth-generating strategies, where the value proposition has shifted.”

This reflects a broader concern emerging across the sector that the market could enter a prolonged period of hesitation before the reforms formally begin.

“It’s not clear how many investors will look to divest in the months ahead,” he said.

“What we can be sure of is that there will be continued opportunities for first home buyers and owner-occupiers.”

That transition may ultimately become one of the government’s biggest political wins from the reforms, creating a temporary opening for owner-occupiers in markets previously dominated by investors.

But the industry is equally aware that every investor exiting the market potentially removes a future rental property from supply.

Mr Gosse also warned the timing mismatch between shrinking rental stock and replacement supply could become one of the market’s biggest vulnerabilities.

“The risk is the established rental pool shrinks faster than new supply can replace it,” he said.

“Sydney’s vacancy rate is already at 0.8%, and it remains unclear how the construction sector will respond to the pace at which new supply is required.”

McGrath Estate Agents CEO John McGrath said while he disagreed with the reforms, he did not believe they would cause long-term damage to the market.

“Whilst I don’t agree with the changes to the budget, I don’t believe they will be materially damaging to the industry,” he said.

Mr McGrath said most buyers would continue viewing property as a stable long-term asset, while the reforms could encourage more owner-occupiers to upgrade their homes.

“Most people who buy property are buying it to live in and those who are buying for investment will still see it as a safe, high performing asset class,” he said.

“I think the budget changes will drive a lot of people into upgrading their principal place of residence as the last remaining tax haven,” he said.

Mr McGrath said rents were also likely to rise as investors demanded stronger returns and investment property supply potentially declined.

“And not by the few dollars a week that the Treasurer had estimated but significantly more,” he said.

“But the industry will adapt and people will still be buying and selling in similar numbers once the dust settles.”

A more cautious and strategic market is emerging

Harcourts Australia CEO, Adrian Knowles, believes the reforms will fundamentally change behaviour across the market, particularly as uncertainty reshapes buyer and investor confidence.

“The industry will pivot the way it always does in periods of uncertainty, by becoming more strategic, more focused on fundamentals, and more advice-led,” Mr Knowles said.

“When confidence softens, markets naturally move away from momentum-driven activity and back toward careful decision making.”

That shift could reshape the role of agencies themselves.

He said markets fuelled by urgency, investor competition and speculative momentum may gradually give way to longer campaigns, more cautious buyers and a greater reliance on trusted advisers.

Agents may increasingly find themselves acting less like salespeople and more like strategic advisers helping clients navigate a rapidly changing investment landscape.

“Consumers will continue looking for clarity and confidence, and that’s where experienced agents and strong businesses become even more important.”

The broader economy may complicate the transition

The industry’s next move is also being shaped by pressures extending far beyond housing policy.

Compare the Market’s economic director, David Koch, warned the Budget’s economic forecasts point to prolonged pressure on Australian households.

“The cost-of-living crisis is not going away for the average Australian household, and I think we’re going to see some tough years ahead,” Mr Koch said.

“If wages are climbing 3% and inflation is running at 5%, the squeeze on household budgets is going to be around for a couple of years.”

That matters enormously for property because housing markets do not operate independently of consumer confidence.

If inflation stays elevated, interest rates remain restrictive and household budgets continue tightening, the industry may face a slower and more cautious market at the exact same time it is trying to increase housing supply at scale.

This is the balancing act now confronting the sector. The government is attempting to redirect investment toward owner-occupiers and newly built housing, while the industry is questioning whether the economy, construction sector and investment market are strong enough to support that transition smoothly.

The post After the Budget: Real estate’s next move shifts from tax to supply and changing buyer behaviour appeared first on Elite Agent.

Zillow has taken its fight against private listings to federal court, filing an antitrust lawsuit against Compass International Holdings and Midwest Real Estate Data (MRED), the multiple listing service serving the Chicago region.

The lawsuit, filed on Tuesday in the U.S. District Court for the Northern District of Illinois, alleges the two companies illegally conspired to threaten Zillow’s access to listing data; a move Zillow claims harms consumers and violates competition laws.

At the centre of the dispute is MRED’s Private Listing Network (PLN), which allows sellers to market properties to a limited audience before listing publicly on the MLS. Compass, the largest residential brokerage in the United States, has championed this approach as part of its “seller choice” marketing strategy.

Inman reports that Zillow has long argued that private listing networks undermine market transparency and violate its Listing Access Standards, which require properties marketed publicly to be syndicated broadly via the MLS.

The breaking point

According to Zillow’s complaint, The Real Deal also stated that tensions escalated rapidly in early May.

On May 5, MRED allegedly threatened to terminate Zillow’s listing feed after Zillow suppressed Compass listings in Florida, Georgia and California that it deemed in violation of its standards.

On May 8, Compass terminated all direct listing feeds with Zillow nationwide, according to the lawsuit.

“Compass has thus terminated Zillow’s direct feed access to more than 25 percent of the current listings in Chicagoland, and ratcheted up its conduct from Chicagoland to nationally,” Zillow wrote in its complaint.

While Zillow maintains direct feeds with MLSs, meaning no listings are currently missing from its platform, the company warned that could change as more MLSs adopt rules protecting Compass’ private listings.

A national expansion

The lawsuit arrives weeks after MRED announced plans to expand its services nationwide, with Compass agreeing to subsidise membership costs for up to 100,000 of its agents. The partnership positions MRED’s Private Listing Network as a national alternative to traditional MLS syndication.

Shortly after, Realtracs, the MLS serving the Nashville area, announced its own nationwide expansion – also in partnership with Compass. Zillow alleges Realtracs changed its rules to require Zillow to display listings that violate its standards or lose access to the feed entirely.

An MLS serving Los Angeles, known as TheMLS/Claw, made similar rule changes last week, according to Zillow.

“In effect, the rule change requires Zillow to display, notwithstanding its Standards, all Compass listings or risk termination of all Realtracs feeds across all brokerages,” Zillow wrote.

What Zillow wants

Zillow is seeking an injunction to block MRED from enforcing the rules at issue and from cutting off its data access. The company is also seeking treble damages and attorney fees.

“This action seeks to restore competition and transparency in residential real estate,” Zillow stated in its filing.

The lawsuit marks a reversal from earlier this year, when Compass dropped its own antitrust case against Zillow after the portal loosened some of its listing standards.

Compass responds

In a statement, a Compass spokesperson said Zillow was “punishing agents” for following their clients’ wishes.

“Compass believes homeowners should have the right to decide how to market their homes. The industry is evolving to give consumers more choice, and we support that progress.”

MRED did not immediately respond to requests for comment.

While this is a US dispute, the outcome could influence how listing platforms and brokerages interact globally, particularly as debates about pre-market listings and data access intensify.

The case also raises questions about who controls listing data – the agent, the MLS, or the portals – questions that have surfaced in Australia’s own discussions about listing syndication and data ownership.

The post Zillow files antitrust lawsuit against Compass and Chicago MLS appeared first on Elite Agent.

A fairy-tale castle with a storied Hollywood and Broadway history has hit the market in Irvington, New York, offering a rare chance to own a piece of architectural whimsy just 22 miles north of Manhattan.

Villa Keen, as the property is known, is listed for US$1.8 million (AUD$2.85 million) – a surprisingly accessible price point for a historic home with genuine celebrity provenance.

The five-bedroom, six-bathroom residence spans 3,502 square feet and sits on 2.43 acres of wooded land in the Hudson River village of Irvington.

Built in 1929 by Joseph Keen for himself and his wife, the castle features four turrets, a stucco facade designed to resemble limestone, a terracotta roof, and a central interior courtyard. Two of the turrets house bedrooms, while the grounds include a pool and pool house.

The property retains many original details, including stained glass windows, ornate millwork, an antique Chesneys fireplace mantle and a Schonbek Austrian crystal chandelier.

Villa Keen’s resident list reads like a mid-century entertainment who’s who.

Lloyd Stratton, who served as assistant general manager of the Associated Press during World War II, once called it home. Television producer Robert Wright, known for his work on “The Carol Burnett Show,” later took up residence.

In the late 1960s, Academy Award-winning actress Shirley Jones and Tony Award-winning actor Jack Cassidy rented the property while starring in “Maggie Flynn” on Broadway. Their son, multi-platinum recording artist Shaun Cassidy, also spent time at the estate.

According to listing agents Ryan Paige and Adam Blankfort of Corcoran Baer & McIntosh, the property’s legacy extends even further back – a beech tree at the front is believed to bear markings carved by Native Americans.

The castle last sold in July 2023 for US$1.65 million to a tech entrepreneur with an interest in architecture; the buyer had planned a substantial renovation but relocated to the West Coast before completing the work.

“It’s very hard to find something in this price range with this kind of historical significance so close to the city and the unbelievable river towns of Westchester,” Mr Blankfort told Mansion Global.

The post Historic ‘Cinderella Castle’ near Manhattan lists for US$1.8 Million appeared first on Elite Agent.

Australia’s rental market remains in a state of high tension as new data reveals a national vacancy rate of just 1.2% for April 2026. While the national figure rose slightly from 1.0% in March, there is a burgeoning crisis in the North, where Darwin’s rental inventory has effectively vanished.

In a staggering shift, Darwin has become the tightest rental market in the country according to SQM Data, with the city’s vacancy rate falling to a mere 0.3%, leaving only 75 dwellings* available for the entire population. This extreme scarcity has driven a massive 11.3% annual increase in rents, the second-highest growth rate among capital cities.

National snapshot: a landlord’s market

Despite a moderate rise in available stock to 35,258 dwellings, the national landscape continues to heavily favour landlords. National asking rents have surged by 7.3% over the past 12 months, with the average national combined rent now sitting at $696.94 per week.

Vacancy Rates by Capital City (April 2026)

The Pivot to Units

The data also highlights a growing trend toward medium-density living as house rents become prohibitive. While house rents rose 0.5% for the month, unit rents jumped 0.8%, indicating sustained demand for apartments and townhouses.

Hobart remains a primary example of this affordability squeeze, recording a massive 15.2% annual rent increase despite a minor uptick in vacancies.

Louis Christopher, Managing Director of SQM Research, warns that the modest rise in vacancies offers little relief to tenants.

“While the national vacancy rate has risen modestly over recent months, rental market conditions remain extremely tight by historical standards, particularly in cities such as Darwin, Brisbane and Perth,” Christopher said.

“The renewed rise in asking rents, now up 7.3% nationally over the past year, highlights the ongoing imbalance between rental supply and tenant demand across much of the country.

“With regard to the impeding property tax changes, we have previously done rigorous modelling on a pullback of negative gearing scenario,” he said.

“While I have no doubt in my mind this change is going to put additional pressure on the rental market, the time for talking is now over. We will soon see actual data come through”.

Without a “sustained lift in housing supply,” Mr Christopher predicts that affordability pressures will remain a defining crisis throughout the remainder of 2026.

We are recording very limited rental availability in several capital cities, which is continuing to place upward pressure on rents despite some modest increases in listings … rental affordability pressures are likely to remain a major issue throughout 2026.”

*In Darwin, only 75 residential properties were advertised online for three weeks or more as of the end of April.

The post Darwin hits near-zero vacancy appeared first on Elite Agent.

Jellis Craig has finalised a merger with Nick Johnstone Real Estate, doubling its footprint in Brighton and strengthening its position across Melbourne’s Bayside region.

Nick Johnstone and his team will join the existing Jellis Craig Brighton office in late June, bringing their client networks and local market expertise to the group.

Jellis Craig CEO Andrew McCann said the merger creates new opportunities in Brighton’s premium property segment.

“We have long admired Nick Johnstone and his team for their deep connection to the Brighton market and their reputation as specialists in the premium end of the marketplace,” Andrew said.

Nick Johnstone said the partnership would allow his team to grow their market share with the backing of a larger network.

“When I first met with Jellis Craig, I knew there was a natural alignment between my team and theirs,” Nick said.

“The tools Jellis Craig have developed are second to none. Their office network locations and broad reach across premium inner suburbs ensure unparalleled exposure and results for our clients.”

The merger follows Jellis Craig’s acquisition of Chisholm and Gamon in September 2025, which expanded the group’s presence in Melbourne’s Port Phillip and Bayside areas.

Jellis Craig reported record results in 2025, including selling more than 1,200 properties in October – its highest monthly total – and reaching $1.83 billion in total sales volume for the year. The group also held its busiest auction day on record on 25 October, with 235 properties going under the hammer.

The agency, established in 1991, now operates across metropolitan Melbourne, the Bellarine and Mornington peninsulas, and Central Victoria.

The post Jellis Craig doubles Brighton presence with Nick Johnstone joining the group appeared first on Elite Agent.

Regional Australia continues to outpace the capital cities, with dwelling values rising 3.3 per cent over the three months to April – triple the 1.1 per cent recorded across the combined capitals.

The latest Cotality Regional Market Update shows that while momentum has eased nationally, regional markets have proven more resilient than their urban counterparts. 

Three in five of the country’s 50 largest regional Significant Urban Areas recorded slower growth this quarter, but the gap between regional and metropolitan performance continues to widen.

Gerard Burg, Cotality’s Head of Research for Australia, said affordability remains the key driver.

“We are seeing a clear loss of momentum at the national level, but regional markets are proving more resilient than their capital city counterparts,” he said.

“Internal migration patterns continue to favour regional areas where buyers can find greater value and a different pace of life.”

Regional Western Australia is leading the charge. Values across the state’s regional areas rose 5.9 per cent over the quarter, up from 5.6 per cent in the previous period.

Busselton recorded the strongest quarterly growth of any major regional area nationally at 7.5 per cent, followed by Albany at 7.2 per cent, Geraldton at 6.8 per cent, and Bunbury at 5.8 per cent.

“The strength in southwest WA is particularly notable,” Mr Burg said.

“Busselton’s growth is occurring despite it having a higher median value than Greater Perth, which suggests this performance is being driven by more than just affordability. We’re seeing a significant spillover of demand from the Perth market into nearby regional hubs.”

Queensland also posted strong results, led by Townsville, Maryborough, and Toowoomba. Tasmania saw renewed momentum driven by Burnie-Somerset and Launceston.

That said, not all regional markets are rising. 

Parts of New South Wales and Victoria recorded declines, with Bowral-Mittagong falling 1.2 per cent and Albury-Wodonga easing 0.2 per cent.

The supply-demand imbalance is most acute in Western Australia and Queensland. 

Median selling times sit at 17 days in WA and 24 days in Queensland – the fastest in the country.

Albany recorded the shortest selling time nationally at just 10 days, followed by Busselton at 12 days.

New South Wales markets recorded the weakest selling conditions. Batemans Bay and Bowral-Mittagong both sat above 65 days on market.

Regional rental markets also remain tight. 

Vacancy rates sit at 1.9 per cent nationally, with some markets far tighter – Lismore at 0.4 per cent, and Geraldton and Albany at 1.0 per cent.

Regional gross rental yields held steady at 4.2 per cent in April, compared with 3.6 per cent across the combined capitals. 

Kalgoorlie-Boulder remains the highest-yielding major regional market at 8.1 per cent.

The post Regional markets triple capital city growth as buyers chase affordability appeared first on Elite Agent.

Your phone probably rang all week on rumours. Now we’ve got the numbers.

Treasurer Jim Chalmers handed down the 2026-27 federal budget tonight, and the negative gearing and capital gains tax changes are confirmed. Most of what was leaked was on point. Some of it wasn’t. And there are a few details buried in the budget papers that deserve your attention before the calls likely start tomorrow morning.

Here’s what we know.

Let’s start with what’s not changing.

Commercial property, shares, and any residential property your client already owns or has under contract before 7:30 pm AEST on Budget night (12 May 2026). Existing arrangements stay exactly as they are, regardless of how many properties they hold.

Two dates matter.

7:30 pm AEST, 12 May 2026, is the line in the sand. Properties purchased or held before this moment are grandfathered, including those for which a contract has been exchanged but not yet settled.

1 July 2027 is when the new rules come into effect. From that date, rental losses on established residential properties on those newly acquired properties can no longer be deducted against salary, business income, or any other source outside residential property. The restriction targets the type of property (established vs new build), not the number of properties in a portfolio.

The grey zone in between. Properties purchased between Budget night and 30 June 2027 sit in a grace period. They can be negatively geared during that window but not afterwards.

The Budget papers don’t specify whether “purchased” refers to the contract date or the settlement date for this window. That detail will need to come from the draft legislation.

Losses aren’t abolished. They’re quarantined.

Say your client buys an established investment property after 1 July 2027 and runs a $10,000 net rental loss in 2027–28. That $10,000 can’t offset their salary. But it can offset rental income or capital gains from residential property, including in future years.

So if the property earns $6,000 in net rental income the following year, the carried-forward loss wipes out the tax on that income. The remaining $4,000 keeps rolling forward.

The notional tax benefit doesn’t disappear. It waits.

Capital gains tax: the final model

The 50 per cent CGT discount is being replaced.

Under the old rules, if your client sold an investment property they’d held for more than a year, they knocked 50 per cent off the capital gain and paid tax on the rest.

Treasury has argued for years that this approach was arbitrary, because it didn’t account for how much of that gain was just inflation.

The replacement is cost base indexation. Instead of halving the gain, the purchase price is adjusted upward for inflation each year.

Your client only pays tax on the real gain – the part that actually made them wealthier, not the part that just kept pace with the cost of living. This is the system Australia used before 1999.

Alongside that, a 30 per cent minimum tax on real capital gains kicks in from 1 July 2027. This stops investors timing asset sales to years when their marginal rate is low – say, after retirement. Pensioners and income support recipients are exempt.

What about properties your clients already own? The gain is split at 1 July 2027. Think of it like a line drawn through the middle of the investment.

Everything the property gained in value up to 1 July 2027 is taxed under the old rules – the 50 per cent discount your clients are used to. Everything it gains after that date is taxed under the new indexation model and the 30 per cent minimum.

To draw that line, your clients will need to know what their property was worth on 1 July 2027. They can either get a formal valuation or use an ATO formula that estimates it based on average returns over the holding period. That’s a conversation for their accountant – but it’s worth flagging now, because the valuation decision matters.

One detail that flew under the radar: pre-1985 assets – which have been completely CGT-exempt since the tax was introduced – will now be subject to CGT on gains accruing after 1 July 2027. That’s a significant change for long-held family investment properties.

New builds get a choice — and they get to make it later.

Investors who buy new housing can pick either the 50 per cent CGT discount or the new indexation model with the minimum tax. The choice is made at sale, not at purchase, so investors can run both calculations and elect whichever produces the better outcome with the benefit of hindsight. This appears to be designed to keep the incentive pointed at new supply.

What the Budget papers don’t tell us yet. Whether the election is locked in once made, how it works for properties held jointly or transferred between spouses, what happens to deceased estates mid-hold, and how partial-year ownership is treated. These edge cases will need to wait for the draft legislation. If you are talking to clients on new builds in the next 12 months, you should probably flag this uncertainty.

The family home remains completely CGT-exempt. No change. Small business CGT concessions are also unchanged.

The reforms are expected to raise $3.6 billion in receipts over the forward estimates.

One more thing for clients who hold property through trusts. From 1 July 2028, a 30 per cent minimum tax applies to the taxable income of discretionary trusts, paid by the trustee. That’s a separate change from the CGT reforms, but for investors who use family trust structures for rental income or capital gains, it compounds the impact. We’ll cover that in detail in a separate piece for business owners later this week.

What changed from the weekend

Most of what was reported last week held up. But a few things landed differently:

The grandfathering is more generous than expected. It covers properties under contract but not yet settled – not just those already owned. But Treasury notes that over half of negatively geared properties are typically sold or become positively geared within four to five years, and over 75 per cent within ten years. Treasury’s point: the grandfathering has a natural expiry date, even without a sunset clause.

There’s a grace period. Properties purchased after tonight but before 30 June 2027 can be negatively geared during that period, but not in subsequent years. That gives investors and their advisers 13 months to adjust.

The CGT model is indexation, not a reduced flat rate. We flagged both options in our explainer last week. The government went with the more targeted approach. Treasury’s argument for the change: the 50 per cent discount has been overcompensating property investors in detached housing while undercompensating those in units – the type of housing the government says is most needed for supply. Treasury says indexation corrects that by tying the concession to actual inflation rather than applying a flat discount regardless of the asset.

The 30 per cent minimum tax was the surprise. This wasn’t widely flagged in the leaks. It aligns the minimum rate on capital gains with the marginal rate faced by average workers on incomes from $45,000 to $135,000.

Before tonight, Nerida Conisbee laid out what the budget needed to deliver: supply, rental stability, and downsizing reform. LJ Hooker called for action over talk. The package addresses the first two. Downsizing incentives were not included.

The number that matters most

For almost one in three investment properties sold in 2022-23 that were net negatively geared over the life of the investment, the owners received a net tax subsidy. Not a concession – a subsidy. They paid less income tax across the entire hold-and-sell cycle than they would have if they’d never bought the property at all, despite turning a nominal profit on the sale.

That’s the number Treasury chose to lead with in the budget papers. And it’s the number that explains why these changes happened.

The tax benefit from rental loss deductions exceeds the capital gains tax the investor eventually pays on sale. The combination of full deduction of losses – often at higher marginal tax rates – and a 50 per cent discount on gains at a lower rate, creates an asymmetry that, for about a third of investors, results in the government effectively subsidising the investment.

What it means for your Wednesday morning calls

The original article’s checklist still holds – but here are the confirmed updates:

Investor clients (existing)

If they already own investment property: Their negative gearing deductions are grandfathered. Nothing changes until they sell.

When they sell, the CGT calculation is now split. Gains up to 1 July 2027 get the old 50 per cent discount. Gains after that date are subject to indexation and the 30 per cent minimum tax. Your clients need to talk to their accountant about whether to get a valuation done before 1 July 2027 to lock in the split – or whether the ATO’s apportionment formula will do.

If they hold multiple properties. The existing portfolio will not change. Every investment property your client owned or had under contract before Budget night is grandfathered, regardless of how many they hold. The change kicks in on the next purchase. Any new established property acquired from 1 July 2027 onwards has its losses quarantined to residential property income, so the old strategy of using a loss-making property to shelter salary or business income no longer works for new acquisitions. New builds remain fully negatively geared.

If they’re thinking about buying another one: New builds still qualify for negative gearing and get a choice on CGT treatment. Existing homes don’t, from 1 July 2027. The grace period means purchases made before 30 June 2027 can be negatively geared in that financial year, but not after.

First home buyers

Treasury modelling says these reforms will put 75,000 additional owner-occupiers into homes over the next decade. Housing prices are expected to grow around 2 per cent less over a couple of years compared to no change – saving a buyer at the current national median about $19,000.

PropTrack data already showed home prices falling for the first time this year in April. Tonight’s changes won’t produce an overnight drop, but they shift who’s competing at auction. The government’s five per cent deposit scheme remains in play, and with less investor competition for established stock, that scheme may stretch further.

Property managers

The confirmed details raise more questions about rental supply than they answer.

Treasury’s own modelling estimates about 35,000 fewer dwellings over the next decade as a result of the tax changes – roughly a quarter of a per cent of the current stock. They say this is offset by the 65,000 new homes supported under the Local Infrastructure Fund and other supply measures.

But that offset takes years. Apartments take 33 months to build. The rental market was already at record-low vacancies before tonight. And construction costs continue to climb.

REA Group analyst Luc Redman put it bluntly: “Without state reforms to upzoning, stamp duty or planning then the new supply will be unlikely to fix Australia’s long term housing supply shortfall.”

The budget papers acknowledge the reforms will have “a small impact on rents” – an expected increase of less than $2 per week for a household paying current median rent. Whether you find that plausible depends on what you’re seeing in your market right now.

The question for your rent roll isn’t what happens this year. It’s what the pipeline looks like in 2028, when the investor shift away from established stock is entrenched but the new supply hasn’t arrived. We’ll be unpacking that in detail later this week.

Tenants

The budget papers estimate the rent impact at less than $2 per week for a household paying current median rent. The grandfathering of existing investors is designed to avoid a sudden wave of sell-offs that could disrupt the rental market.

Commonwealth Rent Assistance increases from 2023 and 2024 added more than $20 per week for a single person receiving the maximum rate – so the government’s argument is that the CRA increase more than offsets any rent impact from these reforms.

What we got right (and wrong)

Our explainer last Saturday – “What Your Investor Clients Are Googling Right Now” – called out several scenarios. Here’s how they played out:

• Grandfathering: We said existing investors would be protected. Confirmed – and more generous than expected, with the 13-month grace period on new purchases.
• CGT model: We flagged both indexation and a reduced flat rate as options. Indexation landed – the more targeted approach. The 30 per cent minimum tax was not widely expected.
• Timeline gap: We warned about the gap between cooling investor demand now and new supply arriving years later. The budget papers acknowledge a 35,000-dwelling supply impact but say it’s offset by other measures. Industry groups have already pushed back on that claim.
• Political durability: The Coalition has not committed to reversing these changes. AMPLIFY polling found 64 per cent of Australians support reform to CGT and negative gearing.

As we noted then, uncertainty has become the defining force in this market. Tonight’s announcements remove some of that uncertainty – but replace it with a new set of questions about what the market looks like in two to three years.

The bottom line

This is the biggest change to property taxation in 26 years. The actual design is more nuanced than “negative gearing is dead” – existing investors are protected, new builds are incentivised, and the CGT model has shifted from a flat discount to one tied to actual inflation.

Tomorrow morning, the agents who can calmly explain what’s actually changing – and what isn’t – will be the ones their clients remember.

Industry reactions and further details to come.

Updated 9:45pm AEST, 12 May 2026 with confirmed budget details. Read our pre-budget explainer: “What Your Investor Clients Are Googling Right Now”. All figures sourced from Budget Paper No. 1, Statement 4: Tax reform for workers, businesses and future generations, 2026-27 Budget.

The post What Just Landed: The Budget Night Negative Gearing Breakdown appeared first on Elite Agent.

I was in Perth last week for REIWA Connect – and what a great day, packed with genuinely useful tips from three workstreams – sales, commercial and property management.

Rather than a blow-by-blow of every session, here are a few of the many takeaways from this year’s event.

1. Stop calling them “difficult conversations”

Caroline Bolderston made a point that I think most of us already know but haven’t done anything about: when you label a conversation as “difficult” before you’ve even had it, you’ve already lost the room. Your body tenses up. You either avoid it entirely or you wing it – and neither ends well.

Her reframe is simple. Call it a PDC – a Powerful Direct Conversation. That’s not just word games. It shifts you from dreading the thing to preparing for it.

The structure she shared is worth writing down: calibrate first (ask the client how they’re feeling), reconnect with their dream (why are they doing this in the first place?), summarise the situation in plain terms, name the challenge clearly, then give them options – not instructions.

The part that stuck with me: when you give people options, they choose. When you tell them what to do, they resist. That applies to price adjustments, sure. But it also applies to just about every conversation you’ll have this week.

2. AI slop is killing your relationships one impersonal interaction at a time

This one’s mine, so forgive the self-reference, but it needed saying. We’ve all seen it by now – the Facebook comment that reads like a press release. The LinkedIn post with fourteen paragraphs, six subheadings and a “let me be clear” from someone who’s never spoken like that in their life. The listing description that sounds like it was written by a thesaurus with a real estate licence.

That’s AI slop. And your clients can smell it.

Every time you let a chatbot reply on your behalf without bothering to make it sound like you, a tiny piece of trust evaporates. One impersonal interaction at a time, the relationship you spent years building starts to feel like it’s with a machine – because it is.

The fix isn’t to stop using AI. It’s to stop being lazy with it. If your Facebook comments need a TLDR or a table of contents, something has gone wrong. If your emails read like they were generated by someone who has never met the recipient, they were – and the recipient knows it.

Your job is to sound human. AI can do the thinking. The voice has to be yours.

3. If they’re not doing what they know to do, they’re not lazy – they’re stressed

Tanja Lee said something that should be on a poster in every office: “You cannot change what you cannot see.”

She walked the room through the neuroscience of stress – fight, flight, freeze – and made a case I hadn’t heard framed this way before. When someone avoids prospecting, when they doom-scroll for eight hours instead of working on the project they cleared the day for (she copped to this one herself), when they get defensive the second you mention call numbers – that’s not a character flaw. That’s a nervous system in survival mode.

The practical bit: your state is contagious. You have an electromagnetic field that can be felt three metres away. If you walk into a listing consultation – or a Monday morning meeting – still wound up from the last call, the room knows. And they respond to your stress, not your words.

Her advice? The breath is the fastest way back to coherence. And the most influential person in the room isn’t the loudest or the most prepared – it’s the most regulated.

Your To-Do Checklist

Here’s a list you can screenshot and take back to the office this week:

• [ ] Does your AI sound like you – or a robot? Read your last five AI-assisted emails, comments or posts out loud. If you wouldn’t say it that way in person, rewrite it until you would – or set up your AI so it does this automatically.
• [ ] Do your Facebook comments need a TLDR? If your social media replies are longer than the post you’re replying to, or include bullet points and subheadings, that’s not engagement – that’s slop. Keep it human. Keep it short.
• [ ] Audit your AI tools. Do you know what every team member is using? Make a list. Then ask: do the outputs actually serve the customer, or just save us time?
• [ ] Reframe one conversation this week. Pick a conversation you’ve been avoiding and run it through Caroline’s PDC structure: calibrate, reconnect with the dream, summarise the situation, name the challenge, give options.
• [ ] Check your state before you walk in. Before your next client meeting, take 60 seconds. Breathe. Regulate. Tanja’s right – they can feel you before you say a word.
• [ ] Do one thing that isn’t about today. Mat Steinwede built a career on ten handwritten CMAs a day, every day, on top of everything else. Not because it paid off that week. Because it paid off fifteen years later, when the family called him instead of the agent down the road. What’s your version of that?

The post The grind (and the grace) of long-term prospecting appeared first on Elite Agent.

After nearly a decade working across various property sectors, Mr Brennan has built a thriving business by focusing on what he does best: providing personalised service in his home market of Perth.

His journey into real estate began in 2013 with residential property management, a role that would lay the foundation for his future career.

“My first look into property was actually property management,” he said.

“I’ve always had a passion for properties. My wife and I are investors and have bought properties in the past.”

A Diverse Property Background

After three years in residential property management, Mr Brennan expanded his expertise into strata management, an experience that continues to benefit his clients today.

“The skills and knowledge that I learned in that role are pretty much used today in my role as a buyer’s agent,” he said.

“Whenever we’re buying a strata property, I’m aware of the things you need to look at.”

While strata management wasn’t his true calling, it was his subsequent five-year stint in commercial property management that really shaped his career trajectory.

Managing everything from factories and warehouses to retail shops and office spaces gave him comprehensive market knowledge.

The Buyer’s Agency Pivot

In 2021, Mr Brennan discovered the buyer’s agency space and saw an opportunity to combine his property expertise with his entrepreneurial ambitions.

“I always wanted to work for myself as well, which is another reason why I decided to get into it,” he said.

“So I’m going to combine my passion for property, in addition to working for myself.”

By June 2023, the business had grown to the point where he could no longer sustain both roles.

“I was getting very busy, and I just couldn’t sustain trying to work a full-time role in commercial and run a part-time buyer’s agency business,” he said.

“I was really getting a lot more inquiries coming through and decided to jump full-time.”

A Boutique Approach in a Competitive Market

Today, DV Buyers Agency serves a diverse client base, including first home buyers, investors, upsizers, downsizers, and people relocating to Perth.

The business deliberately maintains a boutique model, which Mr Brennan sees as a key competitive advantage.

“We are quite selective with the clients we take on at any one time so that we can still provide that personal service, which a lot of clients do appreciate,” he said.

“A lot of clients like the fact that they’re dealing with the business owner at all times from start to finish. I pretty much do everything myself.”

His exclusive focus on Perth is another point of difference.

Born and bred in the city, Mr Brennan knows the market intimately and chooses to specialise rather than spread his expertise thin.

“We only buy in Perth. I know the market very well,” he said.

“We feel most comfortable just working in our own state for now.”

Navigating Market Challenges

The Perth property market’s rapid growth has presented unique challenges, particularly for clients with limited budgets.

“The greatest challenge is the Perth market’s moving so fast,” he said.

“A lot of people’s expectations are not really aligned with reality at times. What they could have bought maybe three years ago, they just can’t get the same thing anymore.”

Stock shortage is another significant hurdle, with Perth currently sitting at around 2,400 listings compared to a balanced market of 12,000 to 13,000 listings.

“We’re having to work harder than ever,” he said.

“We really rely on our network, trying to leverage our network as much as possible to get access to stock off market.”

Looking Ahead

Over the next five years, Mr Brennan envisions modest but strategic growth for DV Buyers Agency, potentially bringing on one or two staff members to expand the client base while maintaining the personalised service that defines the business.

“We never have a goal of being the biggest buyer’s agency in Perth or Australia,” he said.

“We just want to expand slightly so we can assist more people.”

The partnership with buyersagents.com.au represents another step in building awareness and expanding reach.

“We’re always looking at ways of expanding our reach and getting more leads coming in,” he said.

“The more people that know about us, the better. The more people we can help.”

This profile is supported by Buyersagents.com.au – Australia’s home of trusted buyers agents and growing community of excellence. Claim your buyers agent profile now.

The post Daniel Brennan: from property management to Perth’s boutique buyer’s agent appeared first on Elite Agent.

Henry Wong from RE/MAX Revolution has sold a four-bedroom house at 59 Helicia Circuit, Mount Cotton, for $1,280,000 after 22 days — a result driven by strategic staging and his 23,500-strong social media following creating competition for a Battle-axe block with 11 title encumbrances.

The property’s constraints would challenge many agents: a Battle-axe configuration, 10 registered easements, a covenant, and two-thirds of the 2,562-square-metre block unusable due to protected trees. Henry’s approach was to reframe every limitation as a lifestyle feature for the right buyer.

Positioning the property for nature lovers

Henry launched a three-week auction campaign designed to attract buyers who value privacy and a rainforest atmosphere over conventional suburban amenity. His strategy centred on identifying prospects who wanted peace, established trees, and mountain views from the rear deck — people for whom the Battle-axe layout meant seclusion, not inconvenience.

“We wanted to attract buyers that absolutely love nature,” Henry said.

“They want peace and quiet. The Battle-axe block provides them with privacy. They also want to come home and listen to the sounds of nature and have that view of the mountains from the back deck.”

He also recognised a social dimension: the large block size gave buyers a conversation piece.

“When you tell your friends your block is 2,562 square metres, it helps with social status,” Henry explained.

“Their friends automatically think, ‘You must be doing very well.'”

Leveraging social media to drive competition

Henry’s personal reach — 11,800 Facebook followers, 8,200 on LinkedIn, 3,500 on Instagram — brought interstate and overseas buyers into the mix, many unfamiliar with Mount Cotton. The expanded pool created genuine competition for the eventual local buyers, who had to outbid multiple parties despite living nearby.

When all interested buyers required finance conditions, Henry pivoted from auction to private treaty, using the campaign period to generate maximum interest before negotiating directly.

The staging that sealed it

The buyers — a local couple seeking greenery and open-plan living opening onto the deck — were captivated by the professional staging. So much so they plan to replicate the furniture and styling in their own home.

“The staging made such a great impression they’re getting a stylist to buy furniture similar to how it was staged,” Henry said.

“It gave them a feel for how they could actually live here.”

The sensory experience — birdsong, breeze through the trees, mountain views — reinforced the lifestyle promise.

Location and market context

Mount Cotton offers semi-rural lifestyle on Brisbane’s fringe, with this 2,562-square-metre block typical of the suburb’s larger lots prized for privacy and bushland backdrops. The neighbourhood sits within easy reach of Sheldon College, Sirromet Winery and major retail at Victoria Point, while maintaining a quiet, family-oriented atmosphere distinct from Brisbane’s denser inner suburbs.

The vendors — repeat clients Henry had worked with years earlier — were thrilled with the outcome. The buyers purchased subject to selling their own property, requiring Henry to coordinate both transactions to bring the deal together.

About the Agent

Henry Wong is RE/MAX Australia’s #1 Auction Agent, specialising in connecting interstate, overseas and intergenerational wealth buyers with South East Queensland properties. With over 23,500 social media followers across Facebook, LinkedIn and Instagram, he delivers reach beyond most local agents. Visit Henry’s website for more information or call Henry on 0412471588.

The post 11 encumbrances. Battle-axe block. Protected trees everywhere. Sold in 22 days. appeared first on Elite Agent.

Hollywood star Angelina Jolie has listed her Los Angeles estate for US$29.9 million (AUD$47.8 million), with the sale coming just months before her youngest children turn 18.

Angelina purchased the historic Laughlin Park property for US$24.5 million (AUD$39.2 million) in 2017, less than a year after filing for divorce from Brad Pitt. The six-bedroom, 10-bathroom estate has been her primary residence since.

The listing is held by Jon Grauman of Resident Group and Ernie Carswell of Sotheby’s International Realty.

Originally designed in 1913 by architect B. Cooper Corbett, the estate was acquired by legendary filmmaker Cecil B. DeMille in 1916 for just US$27,893.

According to the New York Post, Mr DeMille expanded the compound in 1920 when he purchased the neighbouring property – once home to Charlie Chaplin – and connected the two dwellings via a glass corridor. He lived at the estate until his death in 1959.

The nearly two-acre estate includes a fitness studio, tea house, pool house, and a guest house with its own living room, fireplace and private gated entry. A separate garage houses a security station.

The listing notes the grounds “command sweeping views of the Hollywood Hills and Griffith Observatory.”

The property underwent an extensive six-year renovation before she purchased it, including updates to the grounds and swimming pool.

The listing comes nearly two years after Angelina told The Hollywood Reporter she intended to leave Los Angeles once her youngest children reached adulthood.

Her twins Knox and Vivienne are due to turn 18 in two months.

Angelina has indicated she plans to spend significant time in Cambodia, where she owns property and where her eldest son Maddox was born.

The property has changed hands rarely since DeMille’s ownership, selling for US$1.5 million in 1990 before remaining with that buyer for nearly three decades.

Last year, Angelina opened her home to those affected by the 2025 California wildfires.

The post Angelina Jolie lists historic Cecil B. DeMille estate for US$30 million appeared first on Elite Agent.

A purpose-built solution that draws on PEXA Group’s deep understanding of property transaction processes, PEXA Clear is designed to identify money laundering and terrorism financing risks throughout the property transaction lifecycle, alongside guided next steps on mitigating and/or escalating risk. 

Through their partnerships with PEXA Clear, property professionals will be well placed to meet their new compliance obligations, benefiting from AML/CTF checks that are consistent and standardised across their offices, and embedded into their existing workflows.

Chris Bodikian, General Manager, New Business and Markets, PEXA Group, said continued engagement with customers has demonstrated the need for a solution that will drive efficiencies and minimise administrative burden.

“At PEXA Clear, we recognise that the new AML/CTF compliance obligations will be significant regulatory change for real estate agents, legal practitioners and conveyancers. We are working closely with our customers to ensure regulatory readiness, empowering them to confidently meet their compliance obligations.”

“Our team will also support property professionals with onboarding and training to strengthen their compliance confidence, enabling them to hit the ground running when their new obligations come into effect this July.”

With a focus on embedding into existing property transaction workflows for greater efficiency, PEXA Clear will also integrate with platforms including Real Time Agent, Actionstep and Mantis Property, enabling customers to leverage the solution by commencing compliance checks without leaving their preferred workflow platform.

PEXA Clear will enable real estate agencies, conveyancers and legal practitioners to adhere to their new compliance obligations under AUSTRAC’s AML/CTF regulations for tranche 2 entities involved in real estate transactions, effective from 1 July 2026. 

The solution will ensure consistency and repeatability in how outcomes are recorded, while identity verification features will screen and monitor individuals against local and international data sources to detect potential connections to criminal activity.

Monitoring for risk throughout the property transaction, PEXA Clear will continue to review risk assessments based on changes made to supplied information. 

The solution will also provide actionable guidance on mitigating and/or escalating identified risk, such as what to request, what to document, and when to consider escalation steps including submitting a Suspicious Matter Report (SMR). 

To minimise administrative burden, PEXA Clear will maintain reporting and audit trails that support with annual and ad-hoc AUSTRAC reporting, and to demonstrate compliance with ease.

Real estate agents, lawyers and conveyancers can submit registrations now on pexaclear.com.au

The post PEXA Clear partners with Simonds, Clarendon Homes and others to provide AML/CTF compliance solutions to property professionals appeared first on Elite Agent.

Concerns are intensifying across the real estate sector ahead of the Federal Budget, with major agencies warning that proposed changes to negative gearing and capital gains tax settings could weaken investor sentiment and further tighten Australia’s already constrained rental market.

Ray White Group Managing Director Dan White says the expected reforms will represent a significant shock to the industry, arguing they amount to “bad policy” and are fundamentally flawed given current market conditions.

Mr White said the sector is already operating in an environment of heightened uncertainty, with investors, developers and property managers closely watching for confirmation of the proposed changes and their implementation timeline.

He said current reports suggests the Budget may move to restrict negative gearing on established properties, with potential grandfathering arrangements allowing existing investors to retain current tax treatment until sale.

The reforms are also expected to include changes to capital gains tax settings, potentially replacing the current 50 per cent discount with an inflation-indexation model similar to pre-1999 arrangements, and applying across asset classes.

“Since 2019, the Australian Labor Party has consistently ruled out any changes to negative gearing and capital gains tax rules. During last year’s election, the ALP said 50 times that it would not change them,” he said.

“Earlier this year, the Federal Government asked for submissions to discuss potential changes to the CGT discount. We made a submission, alongside many other industry bodies … At no time was there mention of changes to negative gearing.”

Mr White said the scale of the proposed changes would represent one of the most significant structural shifts in housing investment policy in decades.

He warned that assumptions about investors seamlessly shifting capital into new housing supply may not hold in practice, particularly given ongoing feasibility pressures in the construction sector.

He also said housing policy debates risk oversimplifying the roles of investors and owner-occupiers in the market, noting they operate under different motivations and constraints.

Australia’s rental system is already under pressure, and any reduction in investor participation could further limit available rental stock in high-demand areas.

“We are working with government advisors and industry associations, including the REIA, to understand what changes may be coming,” White said.

Ultimately, the policy will heap more cost of living pressures on renters and risk damage to housing supply, said Mr White.

These are what he believes to be the key impacts of the proposed policy changes:

1. New rentals will be more expensive
New builds cost more than established properties, meaning they are typically more expensive to rent. The Federal Government is also falling behind its 1.2 million homes target, with Housing Industry Association research indicating Australia is on track to miss the target by around 20 per cent. High land prices, labour costs and construction constraints continue to weigh on supply.
Very simply, the policy would shift house price pressure into rent price pressure.

2. Renters in established suburbs will have fewer options
Families, key workers and long-term renters living near jobs, schools and services may face reduced availability of rental properties. New investment is more likely to concentrate in outer growth corridors and higher-density precincts, rather than established inner and middle-ring suburbs.

3. Regional markets may be particularly impacted
Many regional areas have limited new development opportunities and relatively high build costs compared to established housing stock. Removing incentives for investment in established properties could reduce rental availability without generating replacement supply.

4. Rent-vesting becomes more difficult for younger buyers
Rent-vesting, where younger buyers purchase investment properties in more affordable areas while renting near work or lifestyle hubs, may become less viable if negative gearing is restricted to new builds. This could narrow entry pathways into the property market for younger Australians.

5. Changes may not guarantee new supply
The policy does not directly improve project viability, particularly given rising construction costs. There are concerns investors may also be more cautious about resale value if the future buyer pool is more restricted.

There are also broader industry implications, including potential impacts on buyer and vendor sentiment, increased pressure on property managers dealing with tenant and landlord concerns, and implications for properties under management. While these may receive less political and media focus, they are expected to be significant operational considerations across the sector.

LJ Hooker warns investor participation could fall

Adding to industry concern, LJ Hooker has warned that proposed tax changes could impact investor sentiment and reduce future rental supply if participation from private investors declines.

LJ Hooker Head of Research Mathew Tiller said affordability is a legitimate policy focus, but Australia’s core issue remains structural undersupply.

“Housing affordability is a genuine issue, and it is understandable that governments are looking at ways to improve access to housing, particularly for younger Australians trying to enter the market. However, Australia’s biggest housing challenge today is not a lack of demand. It is a lack of supply.”

He said rental conditions are already tight, with low vacancy rates across major cities and ongoing upward pressure on rents.

“The country is still not building enough homes to keep pace with population growth and underlying housing demand. Rental markets remain tight, vacancy rates are low, and many Australians are already feeling pressure from rising rents and limited housing choice.”

He warned that any reduction in investor participation could have immediate consequences for rental availability, particularly if private landlords step back from the market.

“The more immediate impact is likely to be on the willingness of investors to continue supplying rental housing.”

Mr Tiller said this would likely require a greater role for government housing, community housing providers, and institutional investment to offset reduced private supply.

He added that long-term affordability outcomes depend more heavily on supply-side reform than tax settings alone, including faster planning approvals, improved infrastructure delivery, and better development feasibility.

Investor sales trends highlight emerging pressure

New analysis cited in the FoundIt report shows landlords sold 22,640 rental homes over the past three months, including 4,865 in Sydney and 5,565 in Melbourne.

The analysis found approximately 21 per cent of homes listed for sale in both cities over the period were previously rental properties.

The report described this as a significant flow of investor-owned stock exiting the rental market, with many of these properties potentially unlikely to return as rental housing.

It said the trend reinforces concerns that investor activity is already shifting, at a time when rental demand remains elevated.

The post Investor sentiment on edge as major agencies warn Budget tax overhaul could reshape housing market appeared first on Elite Agent.

As the Federal Budget is set to drop sweeping changes for property investors, Domain’s Chief of Research & Economics Dr Nicola Powell says the Australian housing market has entered a new phase – one marked by caution, divergence, and a reckoning with reality.

Heading into 2026, the Australian property market was riding a wave; prices had climbed through a long, uninterrupted run of quarterly growth and confidence was high.

Then April arrived, and in the space of a single month, the landscape shifted. As the Federal Government hands down a Budget that will directly reshape the investment property landscape, the timing could not be more loaded.

Domain’s Chief of Research & Economics, Dr Nicola Powell, has spent the past weeks tracking the data week by week, and her picture of April 2026 is one of a market at an inflection point.

“I think I describe April as almost kind of this month that created peak uncertainty.”

That uncertainty didn’t come from one direction, she says, it came from all of them at once.

Three rate hikes, a war, and a budget

The RBA has now delivered three consecutive rate hikes, the Middle East conflict has driven fuel costs sharply higher and inflation pressures that many hoped were fading have returned with renewed force. And now, a Federal Budget that every agent and investor in the country has been waiting on – with somewhat hesitance.

Dr Powell explains the cumulative weight of these forces on buyer psychology like this: “We’ve obviously had the escalation of the war in The Middle East that’s created an escalation in fuel costs. That’s going to have downstream impacts, and it’s obviously impacted inflation, but secondary impacts are yet to be felt in terms of what those higher costs are gonna do for fuel.”

The rate hikes alone represent a material shift in affordability.

“We’ve seen three back to back rate hikes. That is going to have a material impact on borrowing capacity, and that will play out in our housing markets with slower rates or negative price movement.”

And nobody, she says, predicted this sequence.

“I don’t think anybody, if you’d spoke to them in January, would predict where we are today with three back to back rate hikes … the prospects of another one for this year, and then a budget that’s really going to change the taxation outlook on investment properties.”

All of those pressures, layered on top of each other, have produced what Dr Powell calls an understandably cautious market.

“That layered with cost of living pressures, renewed inflation pressures … I think it’s very understandable why we do have a more cautious market now.”

Budget Day: a pause button on the market

For the real estate industry, the Budget release is the moment everyone has been bracing for and Dr Powell expects it to be a turning point.

We already know the 2026 Federal Budget is set to mark a significant shift in housing policy from a real estate industry perspective, with the Albanese government confirming changes to negative gearing that will restrict future tax advantages to new-build properties, while existing arrangements are expected to be grandfathered.

Alongside this, broader tax settings including capital gains concessions are being recalibrated as part of a push to redirect investor demand toward new supply rather than established homes.

Treasury’s overarching intent is to lift housing supply, improve affordability, and ease structural pressure on the rental market through increased construction activity and infrastructure funding.

For the real estate sector, the reform package signals a clear departure from long-standing investor-friendly settings and a move toward a market designed to favour new development and longer-term housing supply outcomes.

“It’s very clear that the budget is going to have some changes that are going to directly impact investors. So I do think that there’ll be an element of pausing …. and then waiting to see.”

That pause has been evident throughout April and into May. Buyers and sellers alike have sat on their hands, reluctant to commit without knowing the rules of the game and Dr Powell frames it as a near-universal market behaviour in times of policy uncertainty.

“When you ever have uncertainty and there isn’t any clarity for buyers and sellers to make their decisions, you tend to find those decisions don’t necessarily change. They’re just paused until greater clarity is reached. That always happens. What happens next will depend heavily on what the Budget contains and how investors interpret the fine print.

Clearance rates tell the story

The headline number from April is the clearance rate – and it’s stark. Across the combined capitals, clearance rates fell to 55.7%, the lowest since December 2024, and for the month of April specifically, the weakest since 2020.

Dr Powell had been watching the weekly data, so while she says the direction wasn’t a surprise, the scale was significant.

“Every capital city apart from Adelaide [now has] a clearance rate below 60%, [which] highlights the change we’ve seen.”

There’s a caveat worth noting. ANZAC Day complicated the April figures, with some states restricting auction activity. The proportion of auctions withdrawn rose to 17.6% nationally – 26.9% in Sydney alone, the second-highest on record. She attributes some of this to the long weekend, with sellers pulling listings rather than proceeding under restricted conditions.

But the broader trend shows that buyer appetite has pulled back.

“The April result for clearance rates… does have to be layered with the fact that we did have ANZAC Day… [but] I just think that just rapid deterioration in buyer appetite, really, and just this change in cautious nature from buyers.”

Sydney’s stock spike: A 15-year high

If clearance rates are the mood indicator, stock levels are the structural signal. And in Sydney, the signal is unmistakable.

Total supply in Sydney has reached its highest level since 2011 and for the month of April specifically, new listings are at an all-time record high.

“We’ve seen a rapid change, I think, in the availability of homes. And ultimately… supply is starting to build, and the demand has pulled back.”
The sequence matters because in periods of uncertainty, demand always moves first.

“Demand is always the element that reacts first. And demand pulls back, and then sellers react to that changing environment of selling and eventually pull back too.”

What this means practically is increased choice for buyers, at least in the short term, and more competition for sellers.

“I think that we’re starting to see a gear shift. It’s not unanimous, I think, across Sydney. But I think in those markets where we have seen a strong uplift in supply… it does show that conditions have shifted quite rapidly.”

The Domain House Price Report for the March quarter – the first full data set to capture the changed environment – shows Sydney and Melbourne recording their first quarterly house price declines since December 2022 and September 2024 respectively.

Dr Powell puts the speed of their response down to structural sensitivity: “Sydney and Melbourne react quicker to the change in the cash rate… They’re more sensitive to changes in the cash rate.”

Crucially, that March data doesn’t yet reflect the third rate hike and the full impact is still to come.

Meanwhile, Adelaide and Perth continue to outperform and Brisbane also holds up relatively well.

“The growth is no longer broad based, and I think momentum is much more concentrated in affordable sectors… Brisbane, Adelaide, and Perth… continue to lead. And I think it’s being supported by strong population, tight supply still, and also very tight rental markets as well.”

Adelaide’s rise has been particularly notable as it has now overtaken Melbourne in median house price, a historic first, and claimed its position as Australia’s fourth most expensive capital city for houses.

The city’s clearance rate also bucked the national trend in April, declining only marginally while remaining at its highest April level since 2023, outperforming every other major capital.

What comes next

2026 will be a year of slowdown says Dr Powell as the market is pricing in at least one more rate hike.

“I think we’ve got to brace that this year is going to be a year of uncertainty, and it is a year that the property market is gonna slow down… particularly Sydney and Melbourne are very… they’ve softened marginally, but they are on the brink of moving into a downturn.”
Other cities, she believes, will hold up better – but even the stronger markets are decelerating.

“Whether we see that unravel across other capital cities in terms of negative movements in price, I think that some or other cities will still hold up firmer, but will record slower rates of price growth.”

For the industry, the Budget appears set to answer some questions while raising a new wave of uncertainty.


KEY DATA: APRIL 2026 SNAPSHOT

• Combined Capitals Clearance Rate: 55.7% — lowest since December 2024; lowest April result since 2020
• Withdrawn Auctions (National): 17.6% — highest since April 2020
• Sydney Total Supply: Highest since 2011; April new listings at all-time record high
• Sydney Withdrawn Auctions: 26.9% — second-highest on record
• Sydney Vacancy Rate: 0.8% — record low, stable for third consecutive month
• Melbourne Clearance Rate: Lowest since July 2022; lowest April result since 2020
• Brisbane Vacancy Rate: 0.6% — record low, stable for third consecutive month
• Adelaide Clearance Rate: Highest April result since 2023 — against national trend
• National Vacancy Rate: 0.7% — record low
• Sydney & Melbourne House Prices: First quarterly decline since Dec 2022 and Sep 2024 respectively
• Adelaide House Prices: Now above Melbourne median for the first time on record
  Source: Domain Research, Monthly Market Insights April 2026 & House Price Report March 2026

The post Federal Budget looms as housing market enters ‘peak uncertainty’ appeared first on Elite Agent.

The real estate landscape is undergoing a seismic shift in 2026. For decades, the “Big Franchise” model defined by global logos and rigid corporate structures was the gold standard for success. Today, that gold is losing its lustre.

A growing wave of high-performing agents is staged a “corporate exodus,” trading in their franchise badges to launch independent, boutique brands. This movement isn’t just about vanity; it’s a strategic response to a market that now values hyper-local expertise and personal authenticity over corporate scale.

The numbers behind the move

Recent industry data highlights a staggering level of unease within traditional brokerage networks. As corporate mega-mergers continue to consolidate the industry, agents are feeling the squeeze.

• 53% of agents currently at mega-brokerages have admitted they would leave or are considering leaving due to corporate consolidation and reduced leadership access.¹
• 88% of buyers and 91% of sellers still prioritise human expertise over digital platforms, but they are increasingly seeking a “concierge-level” experience that large franchises often struggle to provide.²
• 71% of buyers are more likely to work with agents who possess a strong, unique social media presence—something often restricted by “cookie-cutter” franchise brand guidelines.

Why the “Big Box” model is breaking

For years, agents paid high desk fees and commission splits for the “power of the brand.” However, in the age of digital discovery, the agent is the brand.

“Clients don’t list with a logo; they list with a person they trust,” says one independent agency founder. “Large franchises often feel like ‘walled gardens’ they have too much red tape, restrictive marketing templates, and high overheads that don’t translate to better results for the client.”

Boutique agencies are winning because they offer:

1. Agility: The ability to adopt new AI marketing tools or social media trends instantly without waiting for head office approval.
2. Specialization: Focusing on a specific neighborhood or niche rather than trying to be everything to everyone.
3. Higher Morale: Freedom from “clawback” clauses and the heavy financial traps often found in large corporate contracts.

Enter OASIS: The “Business-in-a-Box” for Modern Agents

The biggest barrier to going independent has always been the cost and complexity of the “back office.” Setting up trust accounts, building websites, and designing a brand from scratch can cost tens of thousands of dollars.

OASIS, powered by @realty, has disrupted this barrier. Designed specifically for the modern agent, OASIS provides a complete launchpad for agents to transition from “employee” to “agency owner” without the traditional overhead.

The $4,000 Breakthrough

While traditional franchise setups can cost upwards of $50,000, OASIS allows agents to create and launch their own bespoke brand for just $4,000. This all-inclusive package covers the essentials that usually take months to coordinate:

• Custom Branding: Professional logo creation tailored to the agent’s unique vision.
• Digital Presence: A high-end, custom website designed to capture leads.
• Marketing Suite: A full library of marketing templates and social media campaigns to ensure a polished look from day one.
• The “Powerhouse” Back Office: Perhaps most importantly, agents aren’t alone. They receive full back-office support from the @realty team, including trust account management, administrative assistance, and access to a network of over 950 members who have transacted over $20 billion.

The future is boutique

As the industry moves through 2026, the trend is clear: the future of real estate is personal. With platforms like OASIS removing the financial risk of independence, the “Big Franchise” may soon find itself a relic of the past, replaced by a vibrant ecosystem of specialised, agent-led boutique brands.

For agents who have spent years building someone else’s empire, the message is simple: It’s time to build your own.

¹ https://www.housingwire.com/articles/real-estate-agent-loyalty-survey-2025/
² https://www.nar.realtor/sites/default/files/2025-11/2025-profile-of-home-buyers-and-sellers-highlights-11-04-2025.pdf

The post Why top agents are ditching big franchises to go boutique appeared first on Elite Agent.

Melbourne’s rental supply is set to grow by almost 800 homes after the Victorian government approved two build-to-rent projects worth a combined $330 million.

Planning Minister Sonya Kilkenny signed off on a 38-storey tower in Docklands and an 11-storey complex in Fitzroy, both approved under the state’s Development Facilitation Program.

The larger project, a $257 million tower on La Trobe Street next to Marvel Stadium, will deliver 554 apartments, including 138 studios, 231 one-bedroom units, and just 96 car parking spaces.

The $72.5 million Fitzroy development on Johnston Street will add 243 homes, with nearly half (115) being studio apartments – typically the cheapest option in build-to-rent projects. Around 34 family-sized three-bedroom apartments will be included across both sites.

“Victoria is proudly the build-to-rent capital because we’ve backed this model from the start,” Ms Kilkenny said.

“We’ve approved hundreds more homes in the inner-city to give renters more choice to live close to the things that matter to them.”

Both projects come with obligations to support affordable housing.

The Fitzroy development will make a contribution to the Social Housing Growth Fund equivalent to 10 per cent of its homes being available as affordable housing. 

The Docklands tower will set aside 4.6 per cent of its value above $75 million, though it’s not yet confirmed whether this will be delivered as on-site affordable units or a cash contribution to the City of Melbourne.

Community Housing Industry Association chief executive Sarah Toohey welcomed the developer contributions but called for greater transparency on how much money is flowing into the fund and which suburbs it’s coming from.

A government spokesperson said more than $25 million has been contributed under the Development Facilitation Program since it was expanded in September 2023.

Victoria’s tax incentives for build-to-rent, including halved land tax for 30 years and exemption from the Absentee Owner Surcharge, have helped Melbourne establish itself as a leader in the sector.

However, recent data from BDO Australia suggests Sydney is gaining ground. Build-to-rent approvals through to 2031 are 72 per cent higher in Sydney than Melbourne.

BDO forecasts 24,765 build-to-rent homes will be available in Melbourne by 2032, compared to 17,250 in Sydney.

The post Victoria greenlights $330m build-to-rent projects adding 800 rental homes appeared first on Elite Agent.

Jennifer Lopez has relisted the Beverly Hills megamansion she purchased with former husband Ben Affleck, this time as the sole seller and at a significantly reduced price.

The Wallingford Drive estate returned to the market on Tuesday for just under $50 million (AUD $78 million), marking the third price cut since the property was first listed in June 2024 for $68 million (AUD $106 million).

Court documents show Jennifer is now solely responsible for the sale, including broker’s commissions, taxes and closing costs, following Affleck’s transfer of his share to her.

The couple purchased the Beverly Crest compound in May 2023 for nearly $61 million (AUD $95 million), approximately a year after they married in Las Vegas. 

According to Mansion Global, the deal was made through a trust tied to Ben’s business manager, Gary Kress.

The 38,000-square-foot mansion sits on a 5.2-acre promontory with views across Beverly Hills and the surrounding mountains.

Built in 2000, the contemporary-style property includes 12 bedrooms, 24 full bathrooms and garage space for 12 vehicles, with additional parking for up to 80 cars.

The compound also features a 5,000-square-foot guest house, a caretaker’s residence and a guardhouse.

An indoor sports complex houses basketball and pickleball courts, a gym and a lounge with a bar. 

The property also includes a home theatre and a zero-edge pool with hot tub.

Rayni Williams and Branden Williams of the Beverly Hills Estates now hold the listing, taking over from a previous brokerage.

The post Ben Affleck hands over control of his US$50m Beverly Hills mansion to Jennifer Lopez appeared first on Elite Agent.

McGrath has opened a new office in Victoria’s Macedon Ranges, led by fifth-generation local Brad Best.

The Gisborne-based office will service the area from Kyneton in the north to Gisborne in the south, covering suburbs including Romsey, Riddles Creek, Woodend, Macedon and Mount Macedon.

Brad, who joins McGrath alongside Toni Bloodworth, said the region had been underserved by premium agencies.

“The Macedon Ranges has long deserved a higher calibre of real estate service and brand presence,” he said.

“As director, I won’t be sitting behind a desk managing spreadsheets. I’ll be actively involved in campaigns, working directly with clients and buyers to ensure every opportunity is maximised.”

The Macedon Ranges sits about 60 minutes northwest of Melbourne’s CBD and has attracted Melbourne professionals and families seeking larger landholdings and a tree-change lifestyle.

Chris Mourd, McGrath’s Head of Franchise Network, said the expansion reflected the brand’s push into regional markets.

“From the Riverina to regional Victoria, McGrath is targeting markets that matter – and we’re doing it by backing outstanding operators like Brad who have made a deliberate choice to align with our brand,” Chris said.

Median house prices in the area reached $880,000 over the past 12 months, according to Cotality data, with larger land sizes contributing to the higher price point.

Macedon Ranges Shire Council projections indicate 12,700 additional houses will be built in the region by 2051.

Brad said the market was increasingly attracting owner-occupiers rather than investors.

“The Macedon Ranges lifestyle corridor appeals to a broad buyer pool ranging from first-home buyers priced out of Melbourne to high-net-worth lifestyle purchasers,” he said.

The office brings McGrath’s Victorian operation to 24 locations, with plans to expand the Macedon Ranges team in the near future.

The post McGrath expands Victorian footprint with Macedon Ranges office appeared first on Elite Agent.

There is a bronze T-Rex named Stan that sits at Google’s headquarters in Mountain View, California. 

Stan serves as a permanent reminder of the cost of corporate complacency: evolve, innovate and adapt or face obsolescence.

This theme of “evolve or expire” became the definitive lens through which I viewed the recent Ray White USA study tour.

Over the course of the week, Ray White’s Chairman Elite business leaders moved through a diverse commercial landscape, from the engineering-first culture of Silicon Valley that we saw at Stanford University, Google and Amazon, to the lecture halls of industry scholar Mike Del Prete to the prestige towers of Manhattan. 

We sat inside the boardrooms of the most influential real estate and technology businesses in the world, and despite the varying business models, one underlying truth kept surfacing:  

The organisations winning at scale are no longer waiting for disruption; they are institutionalising it through aggressive consolidation and technological integration.

A vital anchor for this journey was the academic perspective provided by Mike DelPrete, Scholar-in-Residence at the University of Colorado Boulder.

Moving to a disciplined “classroom” environment allowed us to meet proven industry performers and get their unique perspectives. 

Mr DelPrete’s evidence-based analysis focused on the structural shifts in the industry, moving beyond what tech could do to what it is actually doing to agent economics. His insights from the CU Real Estate Center reminded us that while technology is the engine, a holistic strategy is the key. 

From Engineering Culture to Agentic AI

At Google, our dialogue shifted from mere automation to the next frontier: Agentic Collaboration. We explored how Gemini is transforming Google Workspace from a responsive tool into an active partner. The strategic takeaway was underscored by Pat McCarthy, Vice President at Google, who issued a blunt warning:

“If you’re not doing something with AI, you’re paying an inaction tax.”

Pat challenged us to “see the whole board.”

In an industry as fragmented as real estate, those who focus only on the tactical “square” they are standing on will be out-maneuvered by those who understand the broader chessboard of technology, data, and global capital. 

Amazon: The Discipline of Infinite Dissatisfaction

Our visit to Amazon (AWS) provided the operational blueprint for maintaining scale without losing speed. At Amazon, innovation is a DNA strand. Their leadership principles, from customer obsession to bias for action, are designed to keep the company in a perpetual state of Day 1.

As Jeff Bezos famously noted, customers are “beautifully, wonderfully dissatisfied,” even when they report being happy. In real estate, this means moving beyond simply providing a service and instead anticipating the friction points a customer hasn’t even realized yet.

This commitment to the “frontier” was most evident in the newly announced strategic partnership between Amazon and OpenAI. By bringing OpenAI’s most advanced models directly into the AWS ecosystem, Amazon is proving that “seeing the whole board” means prioritizing the best possible tools for the customer over keeping proprietary walls high.

Era of the mega-merger: dominating the network effect

The most visible evidence of this “evolve or die” mentality is the current wave of massive consolidation sweeping the US market. We are witnessing a fundamental race for the network affect – the idea that a platform becomes exponentially more valuable as its user base grows.

• Compass & Anywhere: With Compass’s recent acquisition of Anywhere Real Estate, we saw the acceleration  of a true industry titan. By absorbing legacy powerhouses like Coldwell Banker and Century 21, Compass is attempting to layer its high tech stack over a massive global network of 340,000 professionals.

• Real Brokerage & REMAX: The Real Brokerage’s move to acquire REMAX Holdings for $880 million is equally telling. It is a “cloud meets brick and mortar” play, designed to inject Real’s AI-driven, digital first model into REMAX’s footprint.

These aren’t just transactions; they are strategic bets that scale, data, and technology must live under one roof to survive the next decade.

The Anatomy of Execution: The Compass Model

Our deep dive into Compass provided a masterclass in this high speed execution. Their success is anchored in core operating principles that dictate everything from leadership to culture:

Dream big & move fast: A mandate for execution over hesitation.

Learn from reality:  Prioritising empirical market testing over endless theorising.

Bounce back with passion: In a shifting market, the businesses that survive are those that treat setbacks as data points for their next evolution.

The Inventory Debate – Transparency vs. Exclusivity

One of the most nuanced segments of the tour involved the friction between private listings and market transparency. In Australia, the debate around data ownership and buyer access is intensifying. In the US, the strategic logic behind “exclusive ecosystems” is clear: there are massive advantages in owning more of the customer journey directly. However, this must be balanced against the need for genuine market exposure. The thriving businesses of the future will be those capable of balancing technology and transparency with a superior consumer experience.

Human Connection in a Tech Driven World

Our visit to Douglas Elliman served as a vital reminder that at the premium end of the market, relationships carry enormous weight. While technology can accelerate a business, trust, reputation, and brand positioning remain the irreducible foundations of high-stakes real estate.

Throughout the tour, whether discussing network effects in massive ecosystems or the complexities of AI one conclusion remained inescapable:

Culture and brand recognition is the ultimate multiplier.  Modern real estate firms are no longer just competing for listings; they are competing for attention, data supremacy, and operational speed.

We return to the lesson of Stan the dinosaur. The market is indifferent to historical success. The operators who will shape the next decade are those possessing the courage to disrupt their own success and aggressively pursue the network effect before the market forces them to. I return with a recalibrated perspective and a wealth of ideas to execute.

My gratitude to Ray White for the extraordinary access to the people and businesses helping shape the future of our industry. The evolution has already begun.

The post Ray White’s USA study tour: innovation, influence, and evolution appeared first on Elite Agent.

Your phone is about to light up.

If it wasn’t already, Wednesday morning is looking kind of busy – right after Treasurer Jim Chalmers hands down the federal budget on Tuesday May 12 and confirms what’s been leaked, debated, and furiously tweeted about for the past week.

Negative gearing is changing. Capital gains tax is changing. And your investor clients and your tenants will be asking questions.

Here’s the thing, though. Most of what’s circulating on social media right now is either incomplete, exaggerated, or flat-out wrong. The actual detail – which started leaking over the weekend – is maybe a little more nuanced than some of the headlines suggest.

So before you pick up that call, here’s what you need to know.

What’s actually changing: negative gearing

The headline version: negative gearing for investment properties is being restricted to new builds only.

The detail that most headlines are burying: existing landlords who currently negatively gear are grandfathered. Their tax concessions stay. All of them.

That’s roughly 1.28 million Australians who won’t lose a thing.

What changes is this: from budget night, if you don’t already own an investment property you’re negatively gearing, you won’t be able to buy an existing property and claim negative gearing deductions against it. You can still negatively gear – but only on new builds and new apartments. (The exact grandfathering mechanism – whether it’s a blanket exemption or involves property number caps – will be confirmed on budget night.)

The government’s argument is straightforward. They want investors putting money into new housing supply, not competing with first-home buyers for the existing stock.

For your clients who already own investment properties, the short answer is: nothing changes for you. Your deductions stay. Your structure stays.

For clients thinking about buying their next investment? The rules just shifted. New builds are in. Established homes are out – at least for negative gearing purposes.

The bigger change we’re talking about: CGT

Here’s where it gets more complicated – and arguably more significant for your investor clients’ bottom line.

The capital gains tax discount is being wound back. Since 1999, investors who held a property for more than 12 months could discount their capital gain by 50 per cent. That flat discount is changing – the most widely reported model is a return to inflation-indexing (the pre-1999 system), though reduced flat rates of 25-35 per cent have also been canvassed. The final model will be confirmed on budget night.

What’s consistent across all the options being discussed is that the CGT calculation will be split. For gains accrued up to the date the changes come into force, the old 50 per cent discount applies. For gains accrued after that date, the new discount (whatever form it takes) applies.

This does affect existing investors – unlike the negative gearing changes. Anyone holding an investment property will see a different CGT outcome when they eventually sell.

The family home remains completely exempt from CGT. That hasn’t changed and isn’t changing.

To put the scale of this in perspective: in 2022-23, over 1.1 million individual tax filers realised a net capital gain. The government says the current discount costs the budget billions annually and disproportionately benefits higher-income earners.

What’s NOT changing

It’s worth being clear about what the changes don’t touch, because your clients will have questions about all of it:

• The family home. Completely exempt from CGT. No change.
• Existing negative gearing arrangements. Grandfathered. If you’re already negatively gearing, you keep your deductions.
• The ability to negatively gear new builds. Still available. The government wants investors in the new build market.
• Other investment deductions. Depreciation, maintenance, property management fees – the standard rental deductions aren’t going anywhere.

The timeline gap

This is where agents and property managers should pay close attention.

The changes kick in on budget night. But the government’s supply-side answer – a $2 billion Local Infrastructure Fund to support 65,000 new homes – spans ten years. And that’s infrastructure (roads, water, power, sewerage), not houses.

So there’s a gap. Investor demand for existing stock is being deliberately cooled right now. New supply won’t materialise for years. Realestate.com.au reported this week that landlords are already dumping thousands of rentals ahead of the budget, and investor activity in Southeast Queensland has fallen sharply.

If you’re in property management, this is the part that matters most. Fewer investors buying existing rental stock doesn’t automatically mean fewer rentals in the short term – the grandfathering protects current landlords. But the pipeline of new investor-owned rentals entering the market from established housing is about to slow significantly.

The question for your rent roll isn’t what happens this month. It’s what the portfolio looks like in 2028.

The NZ cautionary tale

It’s worth knowing – because your clients may bring it up – that New Zealand tried something similar in 2021. The Ardern government removed the ability for residential property investors to deduct mortgage interest as a tax expense.

The result? Rents surged to an average of $600 per week. Rental supply tightened. Many investors were paying tax on paper profits that didn’t exist because of rising interest rates.

The policy was so unpopular that it became an election issue. The National Party won in 2023 promising to restore interest deductibility, and did so in April 2025.

Australia’s version is designed differently – the grandfathering is more generous, and new builds remain incentivised – but the NZ experience is worth understanding when your clients raise it. The differences are genuine, and so are the parallels.

What the public thinks (and why it matters)

Here’s a number that might surprise you: according to the AMPLIFY Home Truths index, which surveyed more than 4,000 Australians, 64 per cent support tax reforms targeting CGT and negative gearing to boost housing supply. Nearly half – 49 per cent – blame the Federal Government for rising housing costs.

Home ownership for 25-29 year olds has dropped from 43 per cent to 26 per cent over two decades. For 30-34 year olds, it’s gone from 57 per cent to 50 per cent. Millennials and Gen Z now make up 47 per cent of the electorate – more than baby boomers.

This context matters because it tells you something about the political durability of these changes. The Coalition’s Deputy Leader Jane Hume called it “a tax grab” but when asked directly whether the Coalition would repeal the changes, said “No, I want to see what exactly it is that Labor are proposing.” Opposition Leader Angus Taylor has described a full reversal as “highly unlikely”.

Your investor clients may be hoping for a reversal at the next election. The political signals from both sides suggest that’s far from guaranteed.

The checklist: what to say when the phone rings

To your investor clients who already own property

• Your negative gearing deductions are not changing. You are grandfathered.
• The CGT discount is changing, but only for gains accrued after the new rules take effect. Gains up to that point are calculated under the old rules.
• Talk to your accountant before making any decisions. The split calculation means selling now vs. later has different tax outcomes – and that’s a conversation for a tax professional, that understands your entire financial picture.
• If you’re thinking about buying another investment, you can still negatively gear – but only on new builds.
• Watch for the detail on how losses are treated if you hold multiple properties. Some models being discussed would cap the number of properties eligible for negative gearing – and require rental losses on properties beyond that cap to be carried forward rather than offset against other income in the same year. That’s a significant cash flow difference. Your accountant will need to see the final legislation before advising on portfolio strategy.

To your first home buyer clients

• These changes are designed to reduce investor competition for established homes. In theory, that means less competition at auction for you.
• But don’t expect overnight price drops. The grandfathering means existing investors aren’t being forced to sell, and supply constraints haven’t changed.
• The government’s 5 per cent deposit scheme is still in play. Pair that conversation with this one.

To your property management clients (landlords)

• Your rental deductions and negative gearing arrangements are staying. Nothing changes for current landlords.
• If you’re considering selling, speak to your accountant about the CGT split calculation first. The timing of a sale now has different tax implications than it did a week ago.
• If you’re considering buying additional investment properties, the tax incentive now points toward new builds.
• If you hold multiple investment properties, pay close attention to budget night. A property cap on negative gearing could mean losses on some properties are quarantined – carried forward against future rental income rather than deducted against your salary this year.
• Investor expectations are shifting – new data shows landlords want more from their PMs in 2026, and these tax changes will only intensify that.

To your tenants

• These changes should not directly affect your lease or your rent.
• The government has grandfathered existing investors specifically to avoid a mass sell-off that would disrupt rental supply.
• The medium-term rental supply picture is less certain – but that’s a market-level question, not something that changes your tenancy today.

The bottom line

The industry commentary on X, in the media, and around the office is running hot. Some of it is warranted. Some of it is theatre.

The actual changes are more targeted than “negative gearing is dead.” Existing investors are protected. New builds are incentivised. The CGT change is the one with broader reach – and the one your clients need professional tax advice on, not just your opinion over coffee.

Your job this week probably isn’t to have a political view. It’s to be the calmest, most informed voice your clients hear. That’s what they’ll remember.

This article was published ahead of the federal budget on 12 May 2026. We will update with confirmed details as they are released on budget night. All statistics sourced from ATO data (2022-23), ABS Census, news.com.au, ABC News, realestate.com.au, SMH, 9News, Property Update, and the AMPLIFY Home Truths Index.

The post What Your Investor Clients Are Googling Right Now appeared first on Elite Agent.

A five-bedroom London townhouse featuring a grand salon modelled on the Palace of Versailles has been listed for sale at £8.25 million (AUD $17.5 million).

The 4,768 square foot property on Ovington Square in Knightsbridge comes with an unusual provenance – it spent four decades as a Royal sculpture studio, with Thomas Earle carving a marble statue of Queen Victoria on the ground floor between 1850 and 1878.

Prince Albert reportedly oversaw the progress of the Royal statue, which was completed in 1861 and now stands in Pearson Park, Kingston-upon-Hull.

Mr Earle also used his Ovington Square studio to create a bust of Queen Victoria, now held at Buckingham Palace.

The property’s second owner, French sculptress Charlotte Vital Dubray, maintained the studio and the Royal connections. In 1879, she hosted King Leopold I of Belgium for a tour of the ground floor workspace and the artwork displayed in the first-floor reception rooms.

The current interiors date from a lavish refurbishment between 1945 and 1955, when interior designer George Longmire and his son Paul transformed the ground floor into a Parisian-style grand salon.

The carved wood Boiserie wall panels originate from a French chateau and include hand-painted panels depicting social gatherings in Loire Valley gardens.

The salon features a hand-painted trompe-l’oeil ceiling and herringbone wood flooring in the Parquet de Versailles style.

“This magnificent Knightsbridge townhouse is perfect for entertaining with spacious reception rooms on both the ground and first floor,” said Paul Westwood, Associate at Knight Frank.

“The truly unique and impressive grand salon has hosted many prominent people over the years including King Leopold I of Belgium, Grand Duchess Olga Romanov, Bertrand Russell, Picasso, Richard Rodgers and David, Prince of Wales, the future King Edward VIII.”

From 1989 to 2008, the property was owned by Oscar-winning film producer Norma Heyman and was home to her son David Heyman, producer of the Harry Potter films and Fantastic Beasts series.

Jeremy Gee, Managing Director of Beauchamp Estates, said the townhouse “retains a rich sense of history and character with remarkable architectural detailing in principal rooms.”

“Ovington Square is one of the most sought-after garden squares in Knightsbridge, ideally positioned between Brompton Road and Walton Street.”

The property spans six floors with a family kitchen, staff quarters and storage vaults on the lower ground floor.

The first floor houses two reception rooms including a grand library with built-in shelving, while the upper floors contain the principal bedroom suite and three additional bedrooms.

Originally built in 1849-1850 by architect William Wilmer Pocock, the white stucco townhouse includes a private terrace garden extending from the ground floor reception room.

The property is listed through joint agents Beauchamp Estates and Knight Frank.

The post Harry Potter producer’s Versailles-inspired Knightsbridge townhouse hits market appeared first on Elite Agent.

Almost half of all Australians don’t trust the federal government to fix the housing crisis, according to new research that reveals public confidence in housing delivery has fallen sharply across every state and territory.

The AMPLIFY Home Truths report, found 62 per cent of Australians now distrust the federal government to take the right action on housing – an 8 per cent drop in just three months.

Community confidence in state and territory governments has also fallen 3 per cent nationally, dragging the overall Home Truths index down from 50.7 per cent in October 2025 to 49 per cent in February 2026.

“Solving the housing crisis demands leadership with a sense of urgency – because behind every statistic in this report is a person waiting for a home, a family stretched beyond its limits, a community losing confidence,” said AMPLIFY CEO Georgina Harrisson.

“The time for incremental steps has passed. Now’s the time for bigger, bolder action on housing.”

The research surveyed more than 4,200 Australians between December 2025 and January 2026 and found 71 per cent believe there has been little or no progress on increasing housing supply – a 5 per cent decline on October 2025 results.

Meanwhile, 72 per cent think it’s unlikely enough homes will be built to meet housing needs over the next four years.

Australia is on track to deliver only 72.8 per cent of the 1.2 million homes targeted under the National Housing Accord – a shortfall of approximately 326,500 homes by 2029. No state or territory is currently on track to meet their share of the target.

The largest drops in trust in the federal government came from Tasmania (down 15 per cent), South Australia (down 11 per cent) and the ACT (down 10 per cent).

Victoria recorded the lowest levels of trust in its state government, with 37 per cent of Victorians strongly distrusting the Allan Government to improve housing availability – the strongest level of distrust toward any state government in the country.

The research also revealed the scale of housing stress affecting Australians. Some 68 per cent of respondents report spending more than 30 per cent of their household income on housing, putting more than two thirds of Australians in housing stress.

Young people are bearing the brunt of the crisis, with 68 per cent of 18 to 24-year-olds saying they are making sacrifices to cope with housing costs – including living in crowded homes, properties needing major repairs, or unsafe areas.

“I once thought that Australia was a lucky country. It is no longer,” said one survey respondent, a renter aged 35 to 44 living in Western Australia.

“It has become a country of haves and have nots. Housing is a necessity not a luxury.”

Despite the grim outlook, the research suggests Australians are open to reform. AMPLIFY’s broader platform advocates for ambitious zoning reform, faster approval pathways and nationally consistent rental reforms – measures the organisation says could unlock significant additional housing supply.

The ACT remains the best-performing jurisdiction for housing delivery, on track to deliver 97.9 per cent of its target, while Tasmania trails at just 45.9 per cent.

The post Nearly half of Australians blame federal government for housing crisis appeared first on Elite Agent.

April produced Sydney’s weakest auction clearance rate since 2020, but it also produced some of the fastest sales seen in months.

That tension sits at the heart of BresicWhitney’s April Monthly, the agency’s monthly read on what is actually happening across Sydney’s lifestyle property markets.

While two public holidays, school holidays and a complex global backdrop weighed on headline activity – open home attendance fell 16% on March, and 39% in the week of Anzac Day alone – BresicWhitney’s own clearance rate held at 68%, well ahead of Sydney’s city-wide average of 50%.

92 homes transacted across the month, equating to almost $200 million in transactions. Of those, 15 sold off-market.

According to Cotality, Sydney home values eased 0.6% in April, with the median dwelling value sitting at $1.29m; still 4.2% above where it was a year ago.

What BresicWhitney suggest the data doesn’t capture is the character of the transactions that did occur. A Federation home in Marrickville sold for $3,310,000 to buyers who had arrived in Australia two days earlier – inspected Saturday, exchanged Sunday. A buyer in Leichhardt inspected at 3pm and exchanged at 7pm the same day. At Phillip Street in Redfern, more than 100 buyers came through in the first week and the property sold in seven days.

“The market hasn’t stopped but it is more selective,” said BresicWhitney CEO Will Gosse.

“May’s interest rate rise adds to existing pressures, but clarity on the path ahead brings its own incentive to act.”

Below $1.5 million, competition remained genuine, particularly in apartments, where first home buyer initiatives have supported a cohort of buyers who see the current conditions as a practical entry point. Above $2 million, presentation and pricing strategy separated results.

On the rental market, Sydney vacancy sits at approximately 0.8% against the 2.5–3% range considered indicative of balance. Break-lease activity rose through April, reflecting cost-of-living pressure reshaping tenant decisions mid-tenancy.

“For investors weighing up CGT changes, selling may become the more attractive option. In a market already running well below balanced levels, fewer investment properties means fewer homes for tenants – a dynamic we’ll be monitoring closely heading into winter,” said BresicWhitney Head of Property Management Chantelle Collin.

With May bringing the first uninterrupted month since March, (no public holidays, schools back, buyers returning to the city), BresicWhitney expects the coming weeks to test whether the gap between buyer and vendor expectations starts to close.

“Three rises this year represent a material shift in what buyers and sellers are navigating. Even so, clarity on the path ahead brings its own incentive to act – decisions that may have been paused are more likely to progress,” said Mr Gosse.

“May is the month to watch. We expect it to highlight whether the gap between buyer and seller expectations starts to close.”

The post Sydney market splits as clearance rates fall but fast sales persist appeared first on Elite Agent.

Leading real estate agency CRM platform, Rex Software, has announced details of its latest innovation using advanced AI to aid real estate agents, streamline administrative tasks and unlock nurturing and prospecting systems to maximise sales potential.

The new features are a result of findings from the businesses’ Artificial Intelligence Advisory Board, which provided invaluable insights into the relationship between real estate agents and AI.

Key findings were that data quality suffers when administrative tasks fall behind, prospecting fails due to a lack of clarity for agents knowing who to call and when, overworked hot leads, the need for clear actions and wanting talking points to create warmer, faster conversations.

Rex AI has been developed to operate at the heart of the Rex CRM within a unique ecosystem comprising four distinct roles: AI Admin, AI Prospecting, AI Manage, and AI Nurture.

AI Admin focuses on data entry and processing, automating tasks through voice or text input, data capture and task execution.

AI Prospecting identifies opportunities by surfacing who to talk to, why you need to speak to them and what to say, providing an intelligent sales tool for mastering outbound workflows.

AI Nurture automates high-volume, low-stakes follow-ups, warming cold leads and feeding your prospecting pipeline.

AI Manage provides expert performance and oversight through its visibility, coaching and forecasting engine.

Tom Ainsworth, Chief Revenue Officer at Rex Software, said: “AI won’t replace agents, but those who leverage AI will replace those who don’t. Rex brings the power of AI directly into the CRM our customers use daily, speeding workflows, unlocking insights, and turning their database into an active growth engine.

“Rex AI elevates an agent’s workflow and productivity, leading them to unlock their database and tap into it like never before.”

AI Admin is available now as a beta product, with AI Prospecting launching in the coming weeks. AI Manage and AI Nurture will be available later in 2026. For more information on Rex AI, please visit www.rexsoftware.com

About Rex Software:

Rex Software provides flexible, user-friendly software solutions for real estate agents across Australia, New Zealand and the United Kingdom. Their easy-to-use CRM helps to secure more property listings while enhancing customer relationships and driving peak performance in the office or on the go. With unmatched support, customisable features, and the most comprehensive mobile CRM on the market, Rex Software empowers real estate agents and agencies to streamline operations and accelerate growth.

The post Rex Software announce innovative integrated AI that unlocks real estate agents’ databases appeared first on Elite Agent.

When Holly Ransom takes the stage at AREC, she is not just bringing a resume that includes sharing stages with Barack Obama and Richard Branson. She is bringing a blueprint for a profession she believes is standing at a critical crossroads.

As automation reshapes how the industry works, Holly, a Fulbright Scholar and CEO of Emergent Global, argues the real winners will not be those with the best technology, but those who build strong psychological armour and commit to continuous experimentation.

She calls this a “to-test” mindset and says it is becoming essential for staying relevant.

The myth of the leadership key

For most agents who operate independently rather than as agency owners, leadership can feel like something reserved for someone else, but Holly challenges that idea.

“We are all leaders, whether we have a title or not, because we are all impacting the decisions of the colleagues around us,” she says.

She outright rejects the idea that leadership is something you are handed at a certain point in your career.

“I think there is a thinking that there is a magical moment in your career where someone hands you the leadership keys and says, cool, now have a run at it. You can grab those keys any way that you want.”

For Holly, leadership is built through what she calls a body of evidence. It comes from small, consistent actions that accumulate over time rather than one defining moment.

That might mean experimenting with new ways of telling stories on social media, changing how clients are communicated with, or rethinking how past relationships are reactivated.

“Nothing motivates people like evidence,” she says.

What the world’s most influential leaders have in common

Across global figures including Barack Obama and Richard Branson, Holly says a consistent leadership pattern emerges that is less about status or visibility and more about discipline behind the scenes.

She describes a consistent focus on “leading self” before “leading others”, where high-performing leaders continue doing personal work long after they have reached senior levels.

“There is a constant introspectiveness,” she says, pointing to leaders who remain deliberate about how they think, operate and structure their lives, rather than relying on experience alone.

Across the leaders she has worked with, and there have been many, Holly says there is also a shared willingness to stay curious and open to challenge, rather than becoming fixed in their ways.

Ultimately, she argues leadership only becomes real when it moves beyond the individual.

“If it doesn’t move beyond us, it’s not leadership.”

Trust as the real competitive advantage

Real estate has long struggled with trust, but Holly says that gap matters more now than ever. As more of the work becomes standardised and automated, she believes trust is becoming the key point of difference.

Her view is that when AI handles speed and efficiency, the advantage shifts to human judgment, intent, and relationship quality; she breaks trust down into a simple equation:

Reliability plus credibility plus intimacy divided by self orientation equals your trust score.

While many agents focus heavily on credibility, such as awards and sales performance, she says the real differentiators are reliability and intimacy.

Reliability is about consistency, doing what you say you will do every time, without exception.

Intimacy is about whether clients feel safe enough to be honest and open, and whether the relationship feels genuine rather than transactional.

“The more consistently I follow through on my word, and the more honest and open our interactions are, the stronger the trust becomes,” she says.

Clients have a strong BS radar and can quickly detect when interactions feel performative.

“I don’t have to put up a facade with you. We don’t have this kind of showmanship where you have to show up a certain way or deliver a certain impression. We’ve got a real ability to be honest with one another.”

Holly reflects on her own experience as a buyer to bring this to life; the agents she remembers most clearly were not the loudest or most visible, but the ones who demonstrated genuine care and attention.

“The questions they asked, the fact they remembered my 16-year-old’s name, the way they would reach out and not pitch me the thing that clearly was on their books, they clearly understood what we were after.”

Those moments of attentiveness, she says, are what build lasting trust and long-term referral power.

Killing complacency with a ‘to-test’ mindset

“The better we get at things, the scarier being a beginner is,” Holly says, warning that complacency is often what quietly shortens careers.

Rather than pushing for reinvention, she encourages agents to focus on small habits that keep them curious and adaptable.

“Don’t tell me about the ambition; tell me about the habit, the infrastructure you’ve got in the way you work.”

She argues many people want to evolve and stay relevant, but fail to build the simple systems that support that in everyday practice.

Instead of trying to change everything at once, she recommends putting together a list.

“Start a ‘to-test’ list. What’s the one thing I’m having a go at this week.”

That might mean listening to a different podcast on the commute, trialling a new tool, experimenting with marketing approaches, or speaking to people outside their usual real estate networks.

“We need to find small ways to keep the aperture open.”

Holly says curiosity has become a genuine competitive advantage as AI reshapes the industry, but only when it is turned into action.

“If you think you can come to a conference like AREC and go back and spend 80 per cent of your week doing everything you’ve heard about, you’ve got another thing coming.”

Instead, she advocates for micro habits, small deliberate actions repeated over time.

“We seek to optimise before we seek to establish,” she says. “So think about the smallest unit of work and build reps.”

For agents trying to stand out in an inevitably crowded market, Holly says the key is balancing clear direction with flexibility in how you get there.

“Always think about a strong sense of direction, but a loose hold of the reins.”

She believes progress does not come from rigidly sticking to one model, but from being willing to adapt and reinterpret what good looks like over time.

“You do not need to be anchored to the way that is immediately put in front of you. Part of the opportunity is to take it and reinvent it.

“That is progress.”

Holly Ransom will be appearing at AREC on Sunday, 24th May, from 9:30 am to 10:15 am.

AREC26 nears sell-out as Boris Becker joins keynote lineup
AREC26 is tracking toward a near sell-out, with just 1,000 tickets remaining as momentum builds ahead of the Australasian Real Estate Conference at the Gold Coast Convention and Exhibition Centre on Sunday 24 and Monday 25 May 2026.

The program has been bolstered with the addition of global tennis icon Boris Becker, who will appear as a virtual keynote speaker. The six-time Grand Slam champion and former world No. 1 will speak on resilience, discipline and performing under pressure, with lessons tailored to operating in high-performance, high-stakes environments such as real estate.

Ticket demand is being led by Queensland at 33%, followed by New South Wales at 26% and Victoria at 23%. Diamond tickets have sold out, while only 25 Platinum seats remain available.

Izzy Savva, Head of Total Real Estate Training and organiser of AREC, said the 2026 program has been designed to reflect the shifting expectations facing the industry, with a focus on practical tools, insight and performance.

The Property Management Hall will also return in 2026 as a dedicated stream for property managers, curated and hosted by Nick Georges. The format will allow attendees to move between the PM Hall and the main AREC Arena, ensuring access to both tailored content and headline keynote sessions.

The post Holly Ransom on why curiosity is the new real estate currency appeared first on Elite Agent.

Western Sydney Property Partners has officially opened its doors, founded by four directors who have traded positions at major national firms for a locally focused commercial real estate operation.

Frank Oliveri, Mick Ferreri, Joe Ferreri and Damian Ferreri have established the agency to service Greater Western Sydney’s commercial, industrial, investment and development property markets.

The firm is positioning itself around direct partner involvement on every instruction – a model the founders say responds to client demand for senior-level engagement without the layers common in larger organisations.

“Our clients want experienced decision-makers, not layers of hierarchy,” Joe said. 

“This model ensures senior expertise is applied from day one.”

The agency will offer sales, leasing, commercial property management, advisory and development consulting services across the South West, North West and Aerotropolis precincts.

Frank said the region had matured beyond its former status as an emerging market.

“Western Sydney is no longer an emerging market – it’s a core economic engine,” he said. “We created Western Sydney Property Partners to deliver big-agency capability with genuine local knowledge and direct partner involvement on every instruction.”

Mick, who serves as Director of Industrial, pointed to infrastructure as a key driver for the region’s industrial and logistics sector.

“Western Sydney remains Australia’s dominant industrial and logistics hub, driven by proximity to major infrastructure like the new Western Sydney Airport, Intermodal Terminals and arterial road networks,” he said. “The region is heavily influenced by e-commerce, third-party logistics and supply chain restructuring, which are driving sustained tenant demand for modern distribution centres.”

Damian, Director of Residential Development, noted the residential side of the market was also gaining momentum.

“With significant infrastructure investment, rapid population expansion and increasing demand for housing, we’re seeing unprecedented momentum in residential development across the region,” he said.

The agency has also announced an affiliation with Sam Bruzzese and Carla Ackaoui to provide commercial property management services.

“With strong demand across Western Sydney and an evolving commercial landscape, our focus is on maximising asset performance while providing proactive, hands-on management,” Sam said.

The post Four commercial property veterans launch Western Sydney-focused agency appeared first on Elite Agent.

Nutrien Harcourts has appointed Andrew Brien as its new Chief Executive Officer, with the rural and regional real estate network flagging acquisitions as a key part of its growth strategy.

Andrew takes over leadership of the network’s 300-plus agents across more than 200 locations nationwide.

The appointment comes at a pivotal moment for Nutrien Harcourts, which has signalled it is actively looking to acquire other networks and expand its presence across regional Australia.

“We are thrilled to welcome Andrew to the Harcourts family,” said Adrian Knowles, CEO of Harcourts Australia.

“His strategic vision aligns perfectly with our commitment to delivering exceptional service across rural and regional markets.”

Andrew brings a Master of Business Administration from the Australian Institute of Business and previously served as National Head of Residential Real Estate for another national network. 

He has also owned and managed real estate businesses across multiple states and territories.

“I am honoured to take on the role of CEO of Nutrien Harcourts at a significant time for the business,” Andrew said.

“We have strong foundations, a trusted presence across regional and rural Australia, and a genuine opportunity to build momentum.”

He outlined his immediate priorities as listening to the network, identifying performance opportunities, and addressing barriers facing individual offices.

“My immediate priority is to listen to the network, understand where the opportunities and pressure points are, and ensure we are focused on the actions that will make the biggest difference,” Andrew explained.

“That means backing our people, improving consistency, strengthening performance, and helping our offices build stronger businesses in their local markets.”

Andrew positioned the role as focused on practical outcomes rather than dramatic transformation.

“This next phase is about practical growth,” he said.

“It is about supporting our people, lifting capability, creating stronger alignment across the business, and ensuring we deliver a consistently high standard of service to clients and communities.”

Nutrien Harcourts combines agricultural expertise with real estate services, focusing on farming enterprises, lifestyle properties, and residential sales in regional areas.

The post Nutrien Harcourts taps Andrew Brien as CEO to lead expansion push appeared first on Elite Agent.

Herron Todd White has appointed Cameron Kusher as Chief Economist, bringing one of Australian property’s most recognisable voices in-house to lead the firm’s market research and commentary.

Cameron joins from a career spanning more than 20 years analysing Australia’s residential and commercial property markets, though his most recent role was not disclosed.

The appointment adds dedicated economic expertise to Herron Todd White’s national team of more than 800 valuation and advisory professionals.

“Cameron is one of the most respected voices in Australian property and economics,” said Peter Maloney, Chief Executive Officer of Herron Todd White.

“His depth of knowledge, analytical expertise and ability to clearly communicate market trends will be an enormous asset to our clients, our people and the broader industry.”

Peter said Cameron would work across the firm’s residential, commercial, agribusiness and specialised property divisions, contributing strategic analysis and market commentary.

“As Australia’s leading valuation and property advisory firm, it is critical that we continue to provide timely, independent and evidence-based insights that help clients navigate changing market conditions with confidence.”

Cameron said he was drawn to Herron Todd White’s reputation for independence.

“Herron Todd White has a long-standing reputation for independence, expertise and trusted advice across the Australian residential and commercial property landscape,” he said.

“Helping translate data into meaningful insights provides a clearer understanding of the economic and market forces shaping the residential and commercial property markets across the country.”

The firm values more than $80 billion worth of Australian property annually and operates across every state and territory.

The post Cameron Kusher joins Herron Todd White as Chief Economist appeared first on Elite Agent.

Jamie, who now runs Agency Matters in the Adelaide Hills, South Australia, started his career after spending a decade as a marketing manager. 

However, it was his own disappointing experience as a property purchaser that planted the seed for his future career.

“When we were buying our first home, the agent wasn’t particularly engaged with the job she was doing, and the negotiation was terrible. 

“She hung up on me twice, then called back each time to apologise and reduce the vendor’s position.”  

The experience, combined with viewing many properties and meeting numerous agents during their search, made Jamie realise there was an opportunity for someone who could do things differently.

A life-changing moment

Although Jamie obtained his real estate license in 2013, he initially hesitated to make the career leap, prioritising financial security for his growing family. 

However, a life-threatening experience during the birth of his second son became the catalyst for change.

“My wife almost died during childbirth with our second son, and he was three months early,” Jamie said. 

“That was the real kick I needed to realise that we only get one life, so it’s not worth just sitting on the sidelines and waiting for time to pass.” 

Once his wife, Holly, recovered and their son was out of danger, Jamie took the plunge into real estate.

Building from the ground up

The early years weren’t easy – starting from scratch in an area where he had no presence.  

“Real estate wasn’t paying my bills for the first couple of years with a young family,” he said. 

“I had to use a lot of our savings to pursue a career in real estate.”

Today, Jamie operates Agency Matters across the Adelaide Hills and metropolitan Adelaide, working with clients based on relationships rather than geographical boundaries.

“Relationships are the most important piece of the real estate puzzle,” he said.

A different approach

Jamie decided to start Agency Matters to create an environment where agents could deliver high-calibre results with empathy, transparency and skill. 

The name itself reflects his philosophy about the business. 

“I chose the name Agency Matters because our team and clients have agency over their decisions,” Jamie said.

“Our role is simply to guide the process and communicate flawlessly so that those we serve understand and are fully informed to make the best decisions for themselves or their family,” he said. 

“We’re in a privileged position to help people with what is usually their biggest asset.” 

Communication is key

Jamie identifies his greatest strength as being a great communicator. 

“When giving advice, my team and I put ourselves in the shoes of the client,” he said. 

“If this were my home, what would I do at this point in time, in this situation, in this market, given the information that we have, in order to maximise the result?”

He prides himself on delivering clear, ethically driven advice, even when clients might prefer not to hear it.

“We never shy away from having difficult conversations. We provide really consistent, straightforward advice delivered in an empathetic way so that the client is always fully informed to make the best possible decision.” Jamie said.

Measured growth

Looking to the future, Jamie plans to continue growing Agency Matters methodically, focusing on quality over rapid expansion. 

“The Agency Matters team will continue to grow; however, we are primarily focused on providing highly skilled, empathetic and transparent real estate guidance for each of our clients, ensuring they obtain the best possible outcome,” he said.

The post Jamie Hershman: Agency Matters – a business built on empathy, transparency and skill appeared first on Elite Agent.

eXp World Holdings has acquired national franchise network NextHome and will begin trading under the ticker symbol AGNT on the Nasdaq.

The acquisition brings NextHome’s 500-plus US franchisees into the eXp ecosystem, creating what the company calls a “multi-model platform” – giving real estate professionals a choice between traditional franchise ownership and eXp’s cloud-based brokerage model.

NextHome has been ranked number one for franchise owner satisfaction by Franchise Business Review for five consecutive years.

“The industry has reached a tipping point – a one-size-fits-all model no longer works for the visionary entrepreneur,” Leo Pareja, CEO of eXp Realty said.

“Adding the NextHome franchise model gives our agents and franchise owners maximum optionality, backed by a proven leadership team and now with a unified world-class infrastructure and an expanded global network.”

James Dwiggins, Co-CEO of NextHome, will continue leading the brand within eXp’s structure.

“We looked at every real estate company across the U.S., and eXp aligns with us the most – from company culture to philosophy to a leadership team that truly advocates for agents and consumers,” Mr Dwiggins said.

“This is the right partner to grow the NextHome brand and lead franchise expansion across the world.”

The ticker change from EXPI to AGNT requires no action from existing shareholders, and the company’s CUSIP number remains unchanged.

eXp World Holdings operates eXp Realty, virtual collaboration platform FrameVR.io, and SUCCESS Enterprises.

“This is not about changing who we are,” Mr Dwiggins said. 

“It’s about creating more opportunity for our people while staying true to the values that got us here in the first place.”

The post eXp World Holdings acquires NextHome, rebrands as AGNT appeared first on Elite Agent.

Not every vendor has a digital footprint. Some of the most valuable listings an agent will ever handle come from people who have never posted on social media, never left a Google review, and are selling a property for the first time in decades.

In Episode 11 of The AI Edit, Samantha McLean addresses the gap: how do you use AI to prepare for a vendor who doesn’t exist online?

Sam introduces “Betty” – a made-up vendor who is 80 years old, bought her house in 1982, raised her family there, and is selling for the first time in 44 years. “Betty” has no digital footprint. But, as Sam points out, her house does – and her demographic does.

The episode opens with a practical distinction. When it comes to property management and investor listings, the approach to copy is fundamentally different. An investor doesn’t need the emotional language of a residential listing – they need the facts, the tenant appeal, and a maintenance budget. Sam flags this as a common blind spot in AI-generated content: the same prompts don’t work for every vendor type.

For example:

Instead of trying to “research” the seller (Betty) online, you can use what the property shows you.

Visual cue = a visual hint you can see in an image (like Google Earth/Street View) that suggests what life at the property might be like.

You pull up images of the driveway, garden, and front of the house, then ask AI to look for signs the owner might be struggling with the upkeep (called “physical stress” here).

Examples of stress might be

• Overgrown garden (hard to maintain)
• Accessibility issues (steps, steep drive, narrow paths — could be difficult to move around)
• Deferred maintenance (things that look like they’ve been put off: peeling paint, worn paths, messy exterior)
• Then you use the AI’s list to create “help-first” value-adds: practical help you offer before you talk about selling, marketing, or your fee.
• Example: “Before photos, I can organise a gardener to tidy up.”

Another prompt can help you the generational gap. If the agent is a 25-year-old used to texting and email, and the vendor is a 75-year-old couple who value tradition and face-to-face respect, the prompt asks AI to critique the agent’s standard pre-listing kit. What should be removed? QR codes, DocuSign links, anything that signals a process designed for a different generation. What should replace it? Trust-building elements that match the vendor’s expectations.

Key takeaways:

• Not every vendor has a digital footprint – but their house and their demographic do. AI can build a profile from location and life stage rather than online data.
• The “empathy analysis” uses three prompts: psychological profiling, visual cue analysis (via Google Earth), and a generational bridge audit of the pre-listing kit.
• Property management and investor listings need a fundamentally different approach to copy – features, tenant appeal, and maintenance budgets rather than emotional language.
• Demographic research at the suburb level should come before any marketing is written. Profile the audience first.
• The generational bridge audit is practical and confronting – QR codes and DocuSign links may be alienating the very vendors agents are trying to win.

The AI Edit is a weekly series of short clips from the AI First Agent Accelerator. New episodes weekly.

Want Samantha to present to your team or at your next event? Get in touch. Want the full system? Visit aiagentcourse.com.

The post The AI Edit Ep. 11: Your vendor isn’t online – here’s how AI can still help appeared first on Elite Agent.

OBrien Real Estate Carrum Downs has expanded its footprint with the addition of a Langwarrin office.

The move brings together new and existing team members, combining local knowledge across both suburbs in Melbourne’s south-east.

The agency said the transition had been seamless, with the team now operating under the OBrien Real Estate Carrum Downs & Langwarrin banner.

“We’re super excited for the next steps,” the team said in a statement.

The expansion builds on the agency’s established presence in Carrum Downs, where it has operated for some time.

The post OBrien Real Estate Carrum Downs expands into Langwarrin appeared first on Elite Agent.

Ray White Burwood has launched a second office in Blackburn, doubling its presence in Melbourne’s eastern suburbs.

The new Ray White Blackburn office will operate as a single entity with the existing Burwood business, creating a unified sales force of more than 30 staff members across both locations.

Directors Henry Lin, Hans Liu, and Jichen Quan are leading the expansion.

Henry, who has spent 10 years with the Ray White group in Melbourne, said the move was a natural extension of the business.

“It is a natural expansion from this corridor going into Blackburn,” he said.

“Our goal is about building the team and to be proud of every transaction.”

Jichen said the Blackburn market has distinct characteristics that require local understanding.

“Central Blackburn is a niche market,” he said.

“We understand the geography and the culture. Our focus is to acknowledge our future vendors and reestablish Ray White as a premium brand in this unique suburb.”

The team plans to draw on its multicultural backgrounds – including Chinese, Malaysian, and Korean expertise – to serve the local community.

Jichen described Blackburn as home to house-proud owner-occupiers and a conservative demographic who value preserving local streetscapes.

The new office launches with about 15 staff members, fully integrated with the Burwood sales force to provide immediate market coverage.

Ray White Victoria and Tasmania CEO Domenic Belfiore said the expansion reflects the leadership team’s track record.

“Henry, Hans, Jichen, and Mingfeng have consistently demonstrated what it means to lead with a clear vision and a relentless work ethic,” he said.

“By integrating their multicultural expertise and deep local knowledge, this team is perfectly positioned to elevate the Ray White brand in Blackburn.”

The post Ray White Burwood doubles footprint with Blackburn office launch appeared first on Elite Agent.

Commission is the structure that shapes almost everything about how real estate operates in Australia – who enters, who survives, who earns, and how customers are served. But what if it’s not the only option? In this three-part series, Elite Agent Managing Editor Samantha McLean draws on her own career in salaried tech sales, plus academic research and industry data to ask the question the industry hasn’t properly explored: what would actually change if agents were paid differently?

In 1995, I was a junior comms consultant at BT, selling frame relay solutions – corporate Wide Area Networks, managed voice and data services, the kind of infrastructure that connected offices across the country. I was 25, salaried, earning about $80,000 a year including bonus.

I had named accounts. I had a manager whose job was to make me better at mine.

I had super, leave, training, and a team around me.

There were office friendships, office marriages, and office divorces. It was a workplace, with all that comes with it.

By 2000, I was at Cisco, selling networking equipment, on a base of $80,000 plus an $80,000 bonus for meeting a rather hefty sales target – around $300,000 in today’s money.

In telco and tech, you tend to specialise. You’d cover a vertical – media companies, or financial services – and over time, you understood the client’s world almost as well as they did.

The salaried structure enabled that depth, because you weren’t chasing every possible lead across every possible industry. You went deep, not wide.

Today, the median Australian real estate agent earns $69,157.

And that number – from the ATO’s own taxation statistics, drawn from 76,292 lodged tax returns – is taxable income, after deductible expenses have been claimed. Car, phone, marketing, portal listings, photography, signage, CRM subscription, desk fees – all of that comes off before the ATO number is struck.

Before income tax, yes, but after the direct costs of doing the job. And for the many agents working commission-only, income can fluctuate significantly from month to month despite commission-only employees still receiving superannuation and leave entitlements under Australian workplace laws.

The salaried property manager working at the same agency, often at the next desk, earns a similar number – but with 12% super on top, with leave, with sick pay, and with training funded by the employer.

The real gap is wider than it looks.

I’ve been thinking about this a bit more lately. The skill sets overlap more than either industry would admit – persuasion, relationship management, technical product knowledge, reading a room, closing. If anything, the emotional complexity of real estate is higher. You’re not selling a router. You’re managing the sale of someone’s family home, sometimes in the middle of a divorce or a death or a financial crisis nobody in the room wants to name.

That’s harder, not easier.

So why does one job come with a fixed base salary, structured career pathways, and greater income certainty – while the other relies more heavily on variable performance-based earnings?

I genuinely don’t know. Sometimes I wonder why I left the salary myself. Then I remember I might have the entrepreneurial identity myself – the one this piece is about to complicate.

So, this series is my attempt to follow the question honestly and see where it goes.

Where this is going

After “The Mirror Has Many Faces” ran last month, and the response series that followed, the thread that kept surfacing – in conversations, in emails, in a short exchange with Leanne Pilkington that might lead to a longer one – was compensation. Specifically, Gross Commission Income – the structure where agents are paid a percentage of the sale price, which shapes almost everything else about how the industry operates.

A single comment from Leanne got me thinking. The responses to the Mirror confirmed the industry feels the tension. This series is the follow-through.

Three parts, because every time I pull a thread on this question, I end up down a new rabbit hole. So:

• Part 1 – the one you’re reading – asks who the current system actually works for.
• Part 2 follows the money: franchises, portals, Vendor Paid Advertising, mortgage referrals, and what moves when you pull the GCI thread.
• Part 3 asks what the alternative looks like in a world where AI is compressing the cost of some of the things agents currently get paid to do.

I’m not here to change minds. I’m here to open them – including my own. Commission genuinely works for some people. Salary has its own problems. The international evidence is messy. If you’re reading this hoping for a hero or a villain, you’ll be disappointed.

If you’re curious, though, strap yourself in, and read on.

The research says alignment is weaker than the industry claims

In 2008, Steven Levitt – the Freakonomics economist – and Chad Syverson published a study that real estate has never quite managed to shake off.

They looked at more than 100,000 home sales in Cook County, Illinois, and compared what happened when agents sold clients’ homes versus when they sold their own.

The finding: agents selling their own homes waited 9.5 days longer and sold for 3.7% more.

Rutherford, Springer and Yavas replicated it with a separate dataset and found a 4.5% premium. Two research teams, two datasets, same direction.

The economics of it are straightforward. An agent earning 2% commission on a $1 million sale gets $20,000. If they push the price up another $50,000 – which might mean another fortnight of opens, another round of buyer negotiations, the risk of the deal falling apart entirely – they earn an extra $1,000.

A week’s work for $1,000 when you’ve got three other listings to service is not a rational trade. So the rational move, for the agent, is to counsel the vendor to accept the solid offer now.

When the agent owns the home, that maths inverts completely. Suddenly the extra fortnight is worth it.

These studies are US data, and the Australian market isn’t identical – our commission rates are lower, auction culture compresses the negotiation window differently, and the agent’s share varies depending on their split with the agency.

It’s also important to distinguish Australia’s commission-only employment model from the independent contractor structures commonly used in the United States, as Australian commission-only agents remain employees under workplace law.

But the incentive structure points in the same direction.

It’s worth noting that many of the best Australian agents already know this about themselves. They won’t sell their own home – they’ll tell you they’re too close to it and they’d rather have someone neutral negotiate on their behalf.

Which only adds to the idea that agents can’t be neutral about their own property. The research puts numbers on something the industry already feels.

The industry’s pitch is that commission aligns everyone’s interests – I do well when you do well. Levitt’s research suggests it’s not that simple.

The structural flaw

Here’s what baffled me when I moved from tech into real estate media.

In enterprise sales – telco, SaaS, pharma, professional services – there were rules around account ownership. Not perfect rules. I had plenty of managers who stuck their nose into a “must-win” deal – sometimes helpful, sometimes not.

I fought co-workers over accounts where we’d both surfaced an opportunity on the same account. It was messy. But there was infrastructure to manage the mess: accounts locked in CRM, deal registration that timestamped who found the lead first, origination credit that survived team changes, escalation paths, someone to arbitrate.

Real estate has some of this. Farm areas exist, but they vary from place to place and are somewhat unenforceable. A junior agent can work a vendor for months and lose them to the principal at a Saturday open. The person whose job is supposedly to develop you is also the person with the strongest incentive to take your best listing. There’s no CRM lockup, no escalation path, no neutral arbiter.

In tech, your manager’s bonus was tied to your success. The incentive was to mentor, not to compete. With some exceptions, in real estate, the incentive structure runs the other way – and the industry has never built the systems to counterbalance it.

But – commission isn’t just a pay structure. It’s an identity.

This is a big “but” – and the part the economics misses.

Self-determination theory – the most widely cited motivation framework in organisational psychology – says humans need three things from work: autonomy (the sense that you direct your own effort), competence (proof that you’re good at what you do), and relatedness (connection to the people around you).

Commission delivers the first two beautifully. You run your own diary. You build your own brand. Every closed deal is proof you can do something other people can’t.

The cost is the third. Relatedness. Commission-driven, individual-account-ownership models are structurally isolating. There’s no team in the way the psychology defines it. There are co-workers competing for the same listings.

This is maybe why agents earning $80,000 on commission resist a $90,000 salary offer. The dollars aren’t the issue. The story is. “I’m building my own business” is a fundamentally different psychological contract from “I’m employed by someone.”

Take away the unlimited earning potential and you take away the story – even if the money is the same or better. (Truthfully, it’s even made me wonder why I’m not earning the money I could be in IT or telco now!)

Financial advice went through exactly this identity shift.

Before the Future of Financial Advice reforms, the dominant identity was “financial adviser” – in practice, often a product salesperson paid by trail commissions. After the reforms, the survivors rebranded as wealth strategists, fiduciary planners, client directors. Same human, same desk, different story. It took a decade.

The question for real estate is whether “salaried agent” has to read as a demotion – or whether “specialist consultant” could read as an upgrade.

Who shows up, and who survives

The ATO’s 2022–23 data puts the median taxable income of real estate agents at $69,157. The mean – the average – is $100,531.

In plain English: a disproportionate number of high-earning agents pull the average up, making the industry look better-paid than it actually is for the typical agent. Most agents earn closer to $69,000 than to $100,000.

The US data sharpens the picture.

The National Association of Realtors reports that agents in their first two years earn a median of US$8,100. Their colleagues with sixteen-plus years of experience earn US$78,900. Same job title. A 9.7-times difference.

A major caveat: the US has a huge number of part-time agents – people who get licensed to sell a friend’s house or do two deals a year. That drags the rookie median down. But even adjusting for it, the early-career earnings cliff is real.

Compare that distribution to salaried sales. An Australian enterprise account executive – the person doing my old Cisco job – earns median on-target earnings (that’s base salary plus expected bonus) of around $230,000, according to RepVue’s 2026 data.

A first-year pharmaceutical sales rep in the US starts on roughly US$63,000, according to Glassdoor. The spread between the top and bottom of these roles is a factor of two or three. Not ten.

And the gender pay gap. The Workplace Gender Equality Agency reports a 25.7% median pay gap in the Australian property and real estate sector – women earn 74.3 cents for every dollar earned by men. The private sector average is 21.1%.

Commission was supposed to be the great equaliser. The data says otherwise.

Underneath all of these numbers sits survivorship bias.

Commission-only work can create additional financial pressure early on because agents may experience irregular income while building pipeline and momentum. That selects for people with a working partner, family wealth, savings, or no dependents.

The system can favour people with stronger financial buffers during the early stages of their careers.

The visible success stories all worked hard – but you only see them because they survived the financial filter. Got out of debt. The ones who didn’t survive aren’t in the data.

Trust, and the question it raises

Roy Morgan has tracked Australian trust in professions for over three decades.

Real estate agents have sat in the bottom three for over a decade – rated 7% for honesty and ethics in 2017, a record-low 5% in 2021, and 9% in 2022. Nurses sit at 88%. Doctors in the low 80s. Accountants around 50%.

The bottom of the table reads like a compensation-structure index. Commission-paid persuasion professions cluster at the bottom. Salaried professions own the top. Fee-for-service sits in between.

A decade-plus of bottom-three placement isn’t a PR problem. It’s customers accurately reading the incentive structure they’re dealing with.

Which raises the question the customer would ask if anyone invited them into this conversation: would a salaried agent give a more honest appraisal? Underquote less? Show properties that match the buyer rather than the agent’s portfolio?

The research suggests the structural incentive shifts when you remove the commission. Whether the behaviour follows is a question Part 3 of this series will take on properly.

The honest acknowledgment

Commission works brilliantly for ethical agents at the top of their careers – skilled operators who’ve built reputations, referral networks, and a depth of expertise that justifies every cent they earn. For others, it appears to be a red rag for a bull.

This isn’t a call to cancel anything. It’s a question about defaults. Whether a system that works brilliantly for the best in the business should be the default structure applied to everyone.

Whether a model is sitting in plain sight – inside the same agencies, at the next desk, already running the property management side of the business – that nobody’s thought to apply to the transaction.

Change how agents are paid, and you change who gets paid by whom. Maybe it changes the work too.

But that’s a question for Part 2: “Follow the Money” – coming soon.

Sources

Salary and earnings data

• ATO Taxation Statistics 2022–23, Table 15: Individuals – average and median taxable income by occupation and sex. ato.gov.au
• Jobs and Skills Australia, Occupation Profile: Real Estate Sales Agents (ANZSCO 6121). jobsandskills.gov.au
• Placed Australia, Residential Real Estate Industry Salary Guide 2025. placedaustralia.com.au
• RepVue, Enterprise Account Executive Salaries in Australia, 2026. repvue.com
• National Association of Realtors, 2025 Member Profile. nar.realtor
• Glassdoor, Pharmaceutical Sales Representative Salary (US). glassdoor.com

Academic research

• Levitt, S.D. and Syverson, C. (2008). “Market Distortions When Agents Are Better Informed: The Value of Information in Real Estate Transactions.” Review of Economics and Statistics, 90(4): 599–611. NBER Working Paper 11053
• Rutherford, R.C., Springer, T.M. and Yavas, A. (2005). “Conflicts Between Principals and Agents: Evidence from Residential Brokerage.” Journal of Financial Economics, 76: 627–665.
• Hsieh, C-T. and Moretti, E. (2003). “Can Free Entry Be Inefficient? Fixed Commissions and Social Waste in the Real Estate Industry.” Journal of Political Economy, 111(5): 1076–1122. NBER Working Paper 9208
• Deci, E.L. and Ryan, R.M. (2000). “Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being.” American Psychologist, 55(1): 68–78. PDF

Gender pay gap

• Workplace Gender Equality Agency, Gender Pay Gap Data: Property Operators and Real Estate Services. wgea.gov.au

Trust data

• Roy Morgan, Image of Professions Survey 2017. roymorgan.com
• Roy Morgan, Image of Professions Survey 2021. roymorgan.com
• Property Tribune, “Real estate agents in top three for least ethical behaviour” (2022 data). thepropertytribune.com.au

FoFA reforms

• ASIC, Future of Financial Advice (FoFA) Reforms. asic.gov.au
• Adviser Ratings, 2024 Australian Financial Advice Landscape Report. adviserratings.com.au

Inflation adjustment

• Reserve Bank of Australia, Inflation Calculator. rba.gov.au

The post Would a salaried agent give a more honest appraisal? appeared first on Elite Agent.

A reality television divorce has resulted in an unusual real estate transaction, with Todd Nepola purchasing a $5.25 million (AUD$8.4 million) Miami Beach villa for his ex-wife, Alexia Nepola, star of “Real Housewives of Miami.”

The purchase, completed one year after the couple finalised their divorce, saw Todd act as Alexia’s representative in the transaction according to Realtor.com.

The property sits within the Ritz-Carlton Residences Miami Beach development on what the listing describes as the largest interior villa lot in the complex.

The three-bedroom, 3.5-bathroom home features floor-to-ceiling glass throughout, a Boffi-designed kitchen with Gaggenau appliances, and Crestron smart home technology.

Residents have access to a private marina and full Ritz-Carlton amenities.

Devin Kay of The Exclusive Group at Douglas Elliman held the listing.

The transaction comes months after Todd dropped a $10 million defamation lawsuit against Bravo, NBCUniversal Media, and production company Purveyors of Pop.

Todd had accused the program of deliberately portraying him as financially irresponsible and damaging his reputation in the Miami business community.

He dismissed the lawsuit with prejudice in December 2025.

Todd and Alexia married in 2021. Todd filed for divorce in April 2024, and the couple finalised their separation in March 2025.

The post Reality TV divorce leads to $5.25 million Miami Beach villa purchase appeared first on Elite Agent.

Property investor borrowing is growing at its fastest rate in a decade, even as rising interest rates push owner-occupiers out of the market.

Bank loans to Australian investors grew by $42 billion in the year to March – a 9.6% increase and the fastest rate since September 2015, according to Reserve Bank statistics.

The surge continues a record year for investor lending. Investors borrowed close to $43 billion in 2025 as interest rates fell and home prices climbed.

Meanwhile, loans to owner-occupiers rose only 6.2% over the same period, slowing since December as higher mortgage costs bite.

Auction clearance rates have dropped below 60% and price growth has eased.

The shift is playing out dramatically at the broker level.

Beau Cook, a Loan Market broker in Richmond, Sydney, says the change has been stark — and puzzling. 

“Historically, majority of our business is first homebuyers and the occasional upsizer,” he said.

“But in the last five months, that has completely turned around.”

According to Mr Cook, first home buyer applications dropped by a third after a brief bump following March’s rate rise. Investor applications, meanwhile, are higher than at the start of the year, a trend he describes as “very unexpected.”

He says the motivations differ across client types. 

For first home buyers turning to investment properties, affordability and fear are the main drivers. 

“A lot of them will be living at home, they’re not in a rush to move out,” he said. 

“But they would like to get into a property off the back of seeing what’s happened with house prices in the last two to three years. There’s a bit of FOMO that property prices might climb again.”

On the other side, established owner-occupiers with equity are seizing what they see as a window of lower competition. 

“They’ve always been planning to buy an investment property,” Mr Cook said.

“Competition’s a bit lower at the moment, and they’re looking to take the plunge now.”

The Reserve Bank has acknowledged the imbalance, noting in its latest policy statement that while owner-occupier lending has increased, it has done so at a much slower pace than investor lending. 

The central bank flagged concerns that investor activity is playing a disproportionate role in driving property prices and broader economic conditions.

APRA introduced new lending restrictions in February, limiting banks to issuing only 20 per cent of new loans to borrowers with debt levels of six times their income or higher. 

In the regards to the Federal Budget, the regulator has indicated the measures may not significantly reduce investor borrowing on their own.

“Whatever’s announced, I think it will have a big impact on confidence and decision making for a lot of people,” he said.

The post Investor lending surges at fastest pace in a decade despite rate rises appeared first on Elite Agent.

Vern Fitzgerald spent years running national sales teams in the wine industry before discovering his true passion lay in helping people navigate Brisbane’s property market.

After moving from New South Wales to Queensland during COVID, Vern experienced firsthand the value of using a buyer’s agent in an unfamiliar market – an experience that would ultimately reshape his career.

“We moved from New South Wales to Queensland, and both my sister and I used buyer’s agents to facilitate our move to a market that we were completely unfamiliar with,” Vern said.

“I’d only been to Brisbane once before.”

His sister, Jade, established Ideal Buyer’s Agency nearly five years ago, and Vern watched with growing interest as she built the business.

“I saw the momentum and results she was achieving each day,” he said.

While initially considering a move into traditional real estate sales and even looking at purchasing a rent roll with his wife, Vern quickly realised that path wasn’t for him.

“I went and did my real estate licence on the side and was actually thinking I would move into the sales side of it,” he said.

“I quickly decided that that wasn’t for me and that maybe my sales candle had flickered out.”

Finding the right partnership

Instead, Vern and his sister decided to join forces at Ideal Buyer’s Agency – a decision that has proven to be a strong fit.

“It’s turned out to be a great decision for both of us. We complement each other very well, with very similar backgrounds,” he said.

The transition allowed Vern to leverage all the skills he’d developed in sales, but from a different perspective.

“It’s the ability for me to use all of the tools and people skills and negotiation skills that I’ve learned in the sales world, but flipping it over into the buying side,” he said.

Specialising in Brisbane’s Bayside

Vern and his team work across Greater Brisbane, but have developed particular expertise in the Bayside area, encompassing suburbs from Wynnum Manly down to Redland Bay.

“Every client is different. Every brief is different,” Vern said.

For investors, the focus is on high-growth areas with strong yields, often in the Logan LGA for those seeking low-maintenance brick properties, or Bayside for clients with budgets just north of $1 million.

“The median price in Brisbane now is around a million dollars,” he said.

“The closer you get to the city and Bayside, that just goes up.”

The art of negotiation

Vern credits his results to strong negotiation skills and meticulous research.

“A huge part of negotiation is being able to read social cues, being able to read between the lines,” he said.

“I’m very good at honing in on price points and using data to drill down on where the property should sit and, most importantly, what we need to pay to get the deal done.”

Building trust and relationships is also central to his approach – both with clients and with selling agents.

“You can’t waste their time. You’ve got to make sure that you’re going to them with vetted buyers.”

A transparent approach

Ideal Buyer’s Agency differentiates itself through complete pricing transparency, with all fees published online.

“We are fully transparent with our pricing,” Vern said.

“We pride ourselves on the fact that we’re not a percentage-based buyer’s agent, that we have flat fees.”

Looking ahead, Vern’s vision for the next five years is grounded in building trust.

“The most important thing for us is to have brand recognition, which we’ve already got, but trust throughout the market,” he said.

“When people think of Bayside and Greater Brisbane, but in particular, this Brisbane Bayside area, they need us in their corner, that we are the trusted experts.”

For Vern, the move from wine sales to buyer’s agency has allowed him to combine his passion for property with his strengths in negotiation, research, and relationship building.

“I just love being able to help people, whether that’s on an investment front or whether that’s getting them set up in their first home or downsizing,” he said.

“Every story comes with a different brief and emotion that plays through it as well.”

Buyersagents.com.au is proud to support the professional growth of buyer agent Vern Fitzgerald via a platform to connect them with more buyers. Discover more at Buyersagents.com.au.

The post Vern Fitzgerald: From wine sales to winning deals in Brisbane’s Bayside appeared first on Elite Agent.

This Mother’s Day, two very different real estate businesses are telling a similar story: family connection, when carried into the workplace, can become a commercial advantage, not just a sentimental footnote.

At Woodards Croydon, Wendy and Sarah Steel manage more than 500 rental properties in a market defined by near-record low vacancy rates, rising compliance pressure and growing tenant demand. Their business has been built over decades, but their approach remains deliberately simple: relationships first, process second.

But they are not the only mother–daughter team reshaping how real estate is practiced from the inside.

At Ray White CEBICO GROUP PTY LTD, senior sales executive Moira Verheijen and her daughter Bianca Verheijen are building a sales focused partnership that blends experience, marketing capability and operational discipline, and reflects a different but equally interdependent version of the same dynamic.

“I never call her mum at the office”

For Wendy Steel, director and head of property management at Woodards Croydon, the philosophy behind managing hundreds of rental properties has never changed, even as the market has tightened significantly.

“It’s not the property that needs managing,” Wendy says. “Property management is actually all about managing people.”

That mindset has become more critical as Australia’s rental market continues to strain under demand. Around one in three households are renters, vacancy rates sit near 1 percent nationally, and renters are now spending roughly a third of their income on housing.

In that environment, Wendy says the role of a property manager has shifted away from administration and towards advocacy.

“You need renters,” she says. “If you don’t have a renter, your landlord’s got nothing.”

With more than three decades in real estate, Wendy is a director at Woodards Croydon as well as head of property management. She leads a team of five, overseeing a portfolio that continues to grow as demand for experienced property management increases.

Her daughter Sarah joined the business 14 years ago at 18, starting at reception before moving through assistant roles and eventually into property management itself, a progression that gave her exposure across every layer of the business.

“I never called her ‘Mum’ at the office, it was always Wendy,” Sarah says. “But it was difficult, especially when it’s your mum telling you, ‘That’s not good enough. Go and photograph that property again, or that condition report isn’t detailed enough’.”

Wendy says she was conscious early on of perception, particularly in an industry where family run teams are still relatively uncommon at a formal level.

“I thought everyone was going to think she was getting special treatment,” she says.

“In the end, I was probably tougher on her than anyone.”

Over time, what began as a strict learning curve evolved into a working partnership defined by mutual respect rather than hierarchy.

“We’re mother and daughter at home, but at work it’s professional, it’s all about respect,” Wendy says.

“Our relationship got stronger because we were experiencing the same things,” Sarah adds.

Now, the pair oversee more than 500 properties, with referrals and repeat clients playing a significant role in growth.

“We’ve had people rent through us, then come back and say, ‘we loved you, can you manage our investment?’” Sarah says.

But both say the emotional side of the job is just as important as the operational one, particularly in a market where competition for rental homes has intensified.

“It’s great when you see someone finding a home,” Sarah says. “If you hold their hand and guide them through, it tends to give them a little bit of assurance that it’s going to be okay.”

Still, the sector is becoming more complex, particularly in Victoria, where evolving legislation and compliance requirements are increasing pressure on landlords and agents alike.

“It’s a tricky time at the moment,” Sarah says. “Lots of the laws are changing and owners are questioning whether it’s worth it.”

Wendy says adaptability has become essential.

“We have adjusted our processes and we will work with it,” she says.

And through it all, both say they’ve learned as much from each other as they have from the industry itself.

“My mum has a good way of dealing with conflict,” Sarah says. “She’s taught me resilience, how to manage situations without making it personal.”

“She’s taught me to open my mind and to look at things differently,” Wendy says.

“I’m very fortunate,” Wendy adds.

“We’re not just mother and daughter and we’re not just work colleagues, we’re also friends.”

“I’m grateful, I love having my kids around me”

At Ray White Surry Hills, Moira Verheijen says she did not originally expect her daughter to enter real estate at all.

“Not at all,” she says. “Bianca is a creative. I thought she would be in a media agency doing social content or interior design. She has an unbelievable eye.”

But after Bianca moved away from retail management, Moira saw an opportunity.

“I suggested real estate knowing she would be an amazing asset to any agent. So I offered her the position in my team.”

Moira says the decision to bring her daughter into the business has paid off, with Bianca adding strength across key operational areas behind the scenes.

“Compliance, finesse on presentation of our documents, social media presence, and customer care,” Moira says.

For Bianca, the move into real estate was not planned, but increasingly natural.

“I’ve always had a genuine interest in property,” she says. “While most people my age were scrolling through Instagram, I was browsing property websites and looking at homes.”

She also watched closely how her mother worked with clients.

“Seeing the happiness she brought to people naturally drew me closer to the industry.”

Once inside the business, Bianca says she gained a new respect for the work.

“I didn’t fully understand the level of discipline and consistency she brings every day,” she says.
“It gave me a whole new level of respect for what she does.”

While working closely together, Bianca says she is also carving out her own identity.

“Mum and I are very alike in a lot of ways, especially when it comes to our values and work ethic,” she says. “But I try to bring my own perspective, whether that’s through clients, technology or marketing.”

Despite the intensity of working together, both say the relationship has remained strong.

“We have a great relationship,” Moira says. “I think we are actually better at work than at home.”

“She’s never home, so I’m very grateful to have her working with me otherwise I would never see her,” she says.

For Bianca, the experience has strengthened their relationship.

“It’s brought a lot more mutual respect,” she says. “We understand each other on a different level now because we see the pressures and responsibilities each of us carries.”

For Moira, working alongside her daughter this Mother’s Day carries a simple meaning.

“I’m grateful,” she says. “I love having my kids around me. I’m very proud of them, knowing their work ethic and level of service.”

The post Inside the real estate businesses where motherhood and mentorship overlap appeared first on Elite Agent.

One of the earliest lessons for a new property manager is that an apartment is not simply a smaller version of a house. The distinction sounds obvious, but in practice it’s where many inexperienced agents come unstuck.

At a surface level, the role can feel familiar; you are leasing a property, managing a tenant, overseeing maintenance.

But in a strata scheme, that property sits within a broader legal and operational framework, one that introduces layers of responsibility, process and shared obligation that simply do not exist in a freestanding home.

“The first thing that a property manager should understand is that it’s different to a freestanding house,” says Rod Smith, Vice President of the Strata Community Association (NSW) and Managing Director of The Strata Collective.

“Each owner and each tenant has obligations to the other owners to make sure that they live in peace and harmony, and don’t impact the peaceful enjoyment of another occupant.”

That idea of peaceful coexistence is the foundation of strata living. It is also where expectation and reality often diverge, particularly for tenants and first-time apartment owners who assume that control over a property extends to everything within its walls.

For property managers, bridging that gap is less about enforcing rules and more about establishing clarity early. In many cases, the most valuable work happens before a lease is even signed.

A practical starting point, according to Rod, is recognising that no two buildings operate in exactly the same way.

Before listing or leasing a property, agents should first speak directly with the strata manager to understand the rules specific to that building.

“The first thing they should do is contact the strata manager and find out the specific requirements for that building,” he says. “Are you able to put for lease signs up? If so, where can they go? Are there specific requirements for pets? Are there specific requirements for moving in and moving out?”

These are not minor details and in a strata environment, they shape the day to day experience of both tenants and landlords, and overlooking them can quickly lead to friction.

Even basic elements such as parking allocations, storage areas and access protocols can vary significantly between buildings.

The same applies to alterations and improvements, which are rarely as straightforward as they might be in a standalone home.

“Most buildings would have a process around renovations as well,” Rod says, pointing to common requests such as air conditioning installation or changing flooring.

What might appear to be a simple upgrade can, in a strata context, require formal approval, documentation and adherence to specific conditions.

If there is one document that underpins all of this, it is the by-laws. Often overlooked or skimmed at best, they are, in reality, the operating framework of the building.

“The by-laws are literally the rules for the building,” Rod says. “They set out the obligations that that particular apartment complex has on its occupants.”

For property managers, the role is not to interpret every clause in detail, but to ensure they understand the fundamentals and communicate them clearly. Importantly, those by laws are not optional reading for tenants.

“The agent is required to provide them as part of the lease,” he explains. “It’s really important that they just have a quick read through, just to understand how the building works.”

Most schemes will cover familiar territory, including noise, waste management, use of common areas, parking and behavioural expectations, but the specifics matter. It is often within those details that disputes either arise or are avoided altogether.

This is where new agents can easily overcomplicate the process, either by overwhelming tenants with information or avoiding the conversation entirely. In reality, the role sits somewhere in between.

“I would cover the high level things,” Rod says. “Just informing them that this is part of strata, that there are rules and regulations, and they are going to be part of your lease. It’s really important so that you don’t run into problems.”

That approach is less about compliance and more about expectation setting. When tenants understand the framework they are entering, the likelihood of conflict drops significantly.

Another nuance that becomes clear over time is that not all strata schemes operate with the same level of complexity. Larger buildings often include on site management, which changes the way issues are handled day to day.

“In larger buildings, we often have a building manager who does a lot of the day to day facilitation around things like keys, access and repairs,” Rod says.

In contrast, smaller schemes tend to require more direct coordination, with property managers playing a more hands on role in organising approvals, managing repairs and liaising with strata representatives.

Understanding that distinction can significantly affect how a portfolio is managed, particularly for agents transitioning from standalone homes into apartment heavy rent rolls.

There are also compliance obligations that are easily missed but critical to get right. One of the simplest, and most overlooked, is ensuring the strata manager is kept informed of tenancy changes.

“They need to notify strata if there’s a change of tenant. It’s a legal requirement,” Rod says.

While it may seem administrative, that visibility underpins the ability of strata managers to support both tenants and owners effectively.

Ultimately, managing property in a strata environment is less about control and more about coordination. The individual property still matters, but it exists within a collective system that requires alignment between multiple parties, including owners, tenants, strata managers and, often, building managers as well.

For new property managers, the shift can be subtle at first but becomes increasingly important as their experience grows. The agents who adapt quickly are those who recognise that most issues in strata do not begin as disputes, but as misunderstandings.

By addressing those misunderstandings early, through clear communication, a working knowledge of by laws, and strong relationships with strata managers, they position themselves not just as intermediaries, but as trusted advisors within a more complex property landscape.

And in a market where apartments continue to make up a significant portion of rental stock, that understanding is no longer optional, it is fundamental to doing the job well.

Fast facts for property managers:

Strata is a system, not just a property
You are managing a tenancy within a shared legal structure, not a standalone asset.

Call strata before you list or lease
Confirm rules around pets, signage, moving, parking and access upfront.

By laws are essential, not optional
They must be provided with the lease and should be understood at a high level.

Renovations are rarely simple
Even minor changes like flooring or air conditioning may require approval.

Every building is different
Do not assume consistency between schemes, especially between small and large complexes.

Set expectations early
A short conversation upfront can prevent ongoing disputes.

Notify strata of tenant changes
This is a legal requirement and critical for building management.

The post Strata 101: Why managing apartments is a different job entirely appeared first on Elite Agent.

Selena Gomez has listed her Los Angeles home for sale, putting the Encino mansion originally custom-built for Tom Petty in the 1980s on the market for just under US$6.5 million (approximately A$10.1 million).

Selena, 33, purchased the property in March 2020 for about US$4.9 million (A$7.6 million) from music executive Randy Spendlove, according to Mansion Global.

She owns the property through a trust.

The home sits on nearly an acre of grounds in Encino’s Rancho enclave and spans 11,500 square feet across three levels.

Selena also undertook an extensive renovation of the home’s glam room during her ownership.

The property carries significant music history. 

Tom Petty moved into the Encino property in the mid-1980s, and in 1987 an arsonist burned the home he shared with his wife, Jane Benyo Petty, and their daughters to the ground. The late rock star built the current home in 1989.

Ownership transferred to Jane when the couple divorced in 1996, and she lost the house to foreclosure in 2015, according to records.

The kitchen will be familiar to fans of Selena’s HBO Max cooking series “Selena + Chef” – the white-painted exposed brick surrounding the Viking range served as the backdrop for the show’s first three seasons.

The front entrance leads into the main living room, which features double-height ceilings with skylights and a fireplace. A separate, more informal living room connects to the open kitchen.

Each of the home’s six bedrooms has an en suite, while the primary suite includes vaulted ceilings, a fireplace, a balcony and a raised sitting area.

Curved balconies extend from both the second and third floors, while below, a stone patio surrounds the pool and hot tub with a water feature flowing into them. The property also includes a cabana with a bar and fire pit.

Additional amenities include a wine cellar, gym, theatre with a conversation pit, secondary lower-level kitchen and recording booth.

Branden Williams of the Beverly Hills Estates holds the listing.

The post Selena Gomez lists Tom Petty’s former LA mansion for US$6.5 million appeared first on Elite Agent.

Christie’s International Real Estate has entered the New South Wales market, appointing Scott Michaelson as CEO under a new 10-year licence agreement.

The global luxury brand’s NSW expansion targets a state that accounts for around two-thirds of Australia’s $5 million-plus property sales, according to the company.

Scott, co-founder of real estate services platform Smile Elite, brings more than 25 years of real estate investment experience to the role. Smile Elite recorded $850 million in sales in 2025.

“New South Wales has an incredible concentration of premium homes,” Scott said.

“While we’ve recently seen a slight softening of prices in the market’s upper echelon amid rising rates and global turmoil, we’re still seeing enduring demand among global buyers for premium homes in Australia.”

The leadership team includes Byron Selling as Head of Sales and Growth and Andrew Byrne as Head of Operations.

Twelve specialist agents have been appointed across key regions: Stuart Gan on the Central Coast; Raylean Ellison, Natalie Zulian and Donna Charlwood in the Eastern Beaches; Adrian Howe in the Northern Rivers; Mitchel Ross in Newcastle and Hunter; Brooklyn Zhu on the Upper North Shore; Craig and Kerrie Higbid with Dean Lewisman and Daniel Watt on the South Coast; and Norma Dominguez and Cielo Powditch in the Sutherland Shire.

Properties listed with Christie’s International Real Estate NSW will be syndicated to publications including The Wall Street Journal, Mansion Global, Barron’s and Country Life.

Scott said Australia’s quality of life and economic stability – particularly amid international conflicts – continues to attract global buyers.

“Given the significant rise of property prices over the past decade, we’ve seen more suburbs than ever move into prestige property territory,” he said.

Helena Moyas de Forton, managing director for EMEA and APAC at Christie’s International Real Estate, said the NSW launch was strategically important.

“New South Wales is the heartbeat of the Australian luxury property market and an important destination for us as we continue to grow our brand and network across Asia-Pacific,” Helena said.

Christie’s International Real Estate operates more than 450 offices with over 10,000 agents across more than 50 countries. The brand has recently expanded to Tokyo, Singapore, Hong Kong, Bangkok, Vietnam and New Zealand’s Waikato region, and already operates in Victoria, Western Australia and South Australia.

The post Christie’s International Real Estate launches in NSW with 10-year licence appeared first on Elite Agent.

NAI Harcourts has entered the South Australian market with the launch of NAI Harcourts C&I in Adelaide.

The new commercial business is led by Con Kavooris and Harcourts business leaders Mark and Sarah Sheppard, combining local market knowledge with the broader Harcourts network.

Kavooris said the business was built around advisory services rather than transaction volume.

“This is not about building the biggest agency – it’s about building the most trusted,” he said.

“Commercial property in South Australia is relationship-driven, and clients want advisors who understand not just the asset, but the decisions behind it.”

Mark Sheppard, who has more than two decades of experience with Harcourts, said the venture reflects demand for clearer communication and execution.

“Clients don’t need more noise – they need clarity, experience and people who will tell it like it is,” he said.

“Connecting local opportunities with a wider network ultimately delivers better insight and stronger results for clients.”

The Adelaide launch comes as commercial property markets adjust, with investors placing greater emphasis on income durability and tenant quality.

Tom Donnelly, Harcourts Head of Commercial, said the expansion aligns with broader market trends.

“We’re seeing a clear move towards disciplined capital and advice-led transactions across the country, and South Australia is no exception,” Tom said.

“Investors are prioritising income security, tenant quality and long-term performance.”

NAI Harcourts C&I will operate as a full-service commercial business across sales, leasing, acquisitions and property management.

Heather Edwards, CEO of Harcourts SA, said the launch combines global connectivity with local expertise.

“We are empowering clients with the insights and confidence they need to make sound, strategic investments in a shifting economic landscape,” Heather said.

The post NAI Harcourts launches commercial arm in South Australia appeared first on Elite Agent.

The Australian housing market is showing “mixed signals” as total property listings remained virtually unchanged in April, according to the latest data from SQM Research.

National residential stock stood at 234,469 dwellings, a marginal month-on-month dip of 0.1%. While total supply appears to be stabilising, the underlying data reveals a market in transition, characterized by a sharp drop in new listings and a steady accumulation of older stock.

The seasonal shift: new vs. old stock

The flow of fresh properties entering the market slowed significantly in April, with new listings (under 30 days) declining 6.8% nationally to 73,588 dwellings. Industry experts attribute this “pullback” to the impact of seasonal public holidays and a growing sense of “uncertainty by would-be vendors”.

In contrast, old listings (properties on the market for more than 180 days) rose by 3.6% to 66,819, suggesting that some stock is beginning to linger.

Managing Director of SQM Research, Louis Christopher said April’s figures highlight an uncertain market and one that was impacted by the seasonal public holidays.

“While total listings were broadly unchanged over the month, the composition of the data is quite mixed. We are seeing some pullback in new listings alongside a rise in older stock, which suggests vendor uncertainty and cautious buyers”.

Perth: a market to watch

While much of the country saw supply constraints ease, Perth continues to stand out. Total listings in the Western Australian capital rose 4.3% in April, extending a rebound seen in March, yet remain 15.9% lower year-on-year.

“Perth a key market to watch,” Mr Christopher said.

“There might be signs of a slowing in activity. Listings have now risen for two consecutive months, which is notable given how tight conditions have been. However, supply is still well below last year’s levels”.

Despite broader economic pressures, distressed listings remain relatively low at 3,659 properties nationally. While this reflects a 4.2% monthly increase, it is a substantial 23.7% decrease compared to April 2025.

Asking prices also showed resilience, remaining 11.5% higher year-on-year nationally. While combined dwelling prices slipped a minor 0.2% in April, Christopher noted that the market “remains supported, even as short-term conditions become more variable”.

The post Property market hits ‘mixed signals’ as winter approaches appeared first on Elite Agent.

The Gold Coast property market is being reshaped by sustained interstate migration, tightening housing supply and rising demand for luxury coastal living, with industry leaders pointing to long-term structural pressures rather than short-term cycles.

South East Queensland is expected to require close to 900,000 new homes by 2046 to accommodate population growth of about 2.2 million people, according to Queensland Government planning projections under the South East Queensland Regional Plan.

Managing director of Highland Gold Coast, Hanan Cawley, says the imbalance between population growth and housing delivery is now the defining feature of the market.

Hanan says demand has been fundamentally reshaped since COVID, when remote work enabled buyers to reassess where they wanted to live.

“What I saw through COVID was a huge shift,” he said. “People realised if they could work from home, then where did they actually want to live? For a lot of people, the answer was the Gold Coast.”

He said the early pandemic period accelerated interstate purchasing activity, particularly from Sydney and Melbourne.

“Everyone just started buying from Sydney and Melbourne. A lot of it was over FaceTime or video,” he said. “And once people experienced the lifestyle here, they didn’t leave.”

Luxury market setting price benchmarks

While demand has lifted values across most segments, Hanan says the luxury apartment and beachfront market is increasingly shaping broader pricing benchmarks.

“People selling in Sydney might be selling for anywhere from $50,000 per square metre up to $100,000 in blue-chip markets,” he said. 

“On the Gold Coast, the highest recorded is around $34,800 per square metre for a beachfront unit. That gap means they can sell there, buy something better here, and still put money aside.”

He said that capital migration continues to underpin demand in prestige developments, particularly along the beachfront and in lifestyle precincts.

“That market is still incredibly strong,” he said. “There’s more urgency there than we’ve seen in a long time.”

Coastal strip effectively land constrained

According to Hanan, the most supply-constrained part of the Gold Coast market is now the coastal strip east of the Gold Coast Highway.

“If someone wants to develop there, they have to knock down existing buildings and start again,” he said. “The time, cost and complexity is enormous.”

As a result, attention is shifting to what he describes as fringe growth suburbs including Southport, Labrador, Carrara, Nerang and Coomera.

“Those suburbs are not necessarily blue-chip yet, but they’re moving in that direction very quickly,” he said. “And they’re still within 15 minutes of the beach.”

Undoubtedly, he says, the Gold Coast’s long-term trajectory remains firmly upward, supported by population growth, infrastructure investment and the lead-up to the 2032 Olympic Games.

“I think there’s every chance the market could double again over time,” he said. “Every market is driven by supply and demand. If more people want something, prices go up – it’s very simple.”

“For as long as there’s little land available, which we know is the case on the Gold Coast, and the population keeps growing, it’s a recipe for continued growth.”

He says previously overlooked suburbs are already being reassessed by the market.

“Only a couple of years ago people didn’t want to consider Southport,” he said. “Now it’s one of the best suburbs to invest in on the coast.”

From commercial fishing to real estate leadership

Hanan’s path to the Gold Coast property market began in New Zealand, where he left school at 15 to work on commercial fishing boats.

“I worked on about 14 different fishing boats across New Zealand,” he said. “It taught me how to work hard, first and foremost, and definitely toughened me up.”

After moving to Australia without a job lined up, he entered real estate through cold calling before building a sales career in Toowoomba, later relocating to the Gold Coast.

“I worked seven days a week for four and a half years in Toowoomba,” he said. “A lot of people see the Gold Coast chapter, but the groundwork was laid long before that.”

He says the most important lesson from his career is that performance is closely tied to lifestyle discipline.

“Your lifestyle outside of work will be the biggest contributor to your success or failure,” he said.

“If you live a healthy, clean lifestyle, exercise, read, and focus on personal development, it directly impacts your business. If you’re distracted or not aligned, it shows in your results.”

The post Gold Coast property market reshaped by interstate migration, supply constraints and luxury demand appeared first on Elite Agent.

Australia’s inflation has climbed to 4.6% over the year to March, reigniting pressure on the Reserve Bank as price growth broadens across housing, transport and food rather than easing in isolated pockets.

With fuel shocks amplifying short-term volatility and housing remaining the dominant structural driver, economists say the RBA is confronting a difficult trade-off: higher rates are slowing demand, but doing little to resolve the underlying supply constraints keeping inflation elevated.

Read what our experts had to say about RBA’s latest rate rise.

Nerida Conisbee, Ray White Group Chief Economist.

Ray White Group Chief Economist Nerida Conisbee has warned that the Reserve Bank of Australia’s latest interest rate hike presents a “difficult policy trade-off,” as the nation grapples with a housing-led inflation problem that rate rises alone cannot fix.

While the RBA has acted to anchor inflation expectations, she said that the move comes at a time when consumer confidence is already “extremely weak” and the labor market is beginning to show cracks beneath the surface.

The recent spike in pricing pressure is being driven by a significant “supply shock” in global oil markets, which saw automotive fuel prices surge by 32.8 per cent in March alone – the strongest monthly increase since the series began in 2017.

However, Ms Conisbee emphasises that the core of Australia’s inflation trouble remains tied to the housing group, which rose 6.5 per cent over the year driven by electricity, new dwellings, and skyrocketing rents.

Rental prices, which rose 3.7 per cent over the year, continue to reflect dangerously low vacancy rates across capital cities, posing one of the most significant risks to the economic outlook.

The economist highlighted a growing disconnect between monetary policy and the structural needs of the market, arguing that while higher rates can slow general demand, they do not build houses or lower the construction costs that builders are currently passing through to consumers.

In a stark warning to policymakers, she said that higher borrowing costs can actually make new housing projects less viable and discourage the very private investment needed to ease the rental shortage.

Ms Conisbee concludes that for the property market, the impact of higher rates will be mixed; while borrowing capacity will be reduced, the “severe” housing shortage and strong population growth mean that prices and rents are likely to remain supported even as market momentum slows.

The Agency Insights Partner, Cameron Kusher

The latest RBA increase means the cash rate now sits at 4.35 per cent, returning to the post-pandemic high and effectively reversing the three interest rate cuts seen last year.

The Agency Insights Partner Cameron Kusher explain that the latest data shows inflationary pressures remain elevated. With the ongoing war in the Middle East, he warned that heightened inflation is likely to persist unless demand can be eased through higher rates.

For the property market, this latest move translates to a further reduction in borrowing capacity of approximately 2.5 per cent. This brings the total reduction in borrowing capacities to around 7.5 per cent so far this year.

“For those looking to buy that have a mortgage pre-approval, this shift hastens the urgency to purchase before the pre-approval expires and likely reduces. For those with a mortgage, if you reduced your repayments last year as interest rates were cut you are now going to be facing an increase in repayments.”

For variable-rate mortgage holders who did not reduce their repayments previously, Kusher warned that the next rate increase will see their repayments rise.

The economist also emphasised that high inflation is particularly damaging because it leaves households with less money once essential goods and services are paid for.

“Higher inflation like we’re experiencing, means that goods and services cost more so once you’ve paid your mortgage and purchased all your essential goods and services there is less money leftover and that is why high inflation is so damaging and why it’s essential to curtail it.

“Unfortunately, that means a period of higher interest rates which seek to encourage households to reduce their spending, particularly non-essential spending.”

REA Group Senior Economist, Anne Flaherty

The RBA’s decision to lift the cash rate is a move described by REA Group Senior Economist Anne Flaherty as “widely anticipated given persistently elevated inflation.”

This latest adjustment marks the third rate hike of the year, a move that has now “fully reversing the cuts seen last year.”

The decision follows data showing headline CPI rose 4.6% annually over the March quarter, while trimmed mean inflation reached 3.3%, remaining stubbornly above the RBA’s 2–3% target band.

Ms Flaherty warned that the tightening cycle may not have reached its peak, noting the potential for further fiscal pain for Australian homeowners.

“With inflation expected to remain elevated, there is a strong possibility that interest rates could move even higher in 2026,” she said. “For mortgage holders on variable rates, this will add further pressure to already stretched household budgets.”

The impact is already translating to the broader property market, where the combination of reduced buyer power and higher servicing costs is cooling values.

“Higher interest rates are also reducing borrowing capacities which is already placing downwards pressure on home prices,” she said. “National home prices slipped 0.1% in April and higher interest rates will add further downwards pressure to prices.”

Domain’s Chief Residential Economist, Dr Nicola Powell

Domain’s Chief Residential Economist, Dr. Nicola Powell, noted that a rate rise was “firmly on the cards” today because the RBA could no longer afford to downplay the lack of improvement in underlying inflation.

Crucially, inflation was already gaining momentum and reaccelerating before geopolitical tensions in the Middle East escalated, raising the risk that price pressures could push back above 5% in the near term.

Dr. Powell highlighted that entrenched cost pressures and tight labour markets are being compounded by higher fuel costs.

These costs are expected to “feed directly into household expenses” and spill over into the broader economy, lifting the price of various goods and services. This deteriorating outlook has made it increasingly difficult for the RBA to look through renewed price volatility.

For the property sector, the immediate consequence of higher rates is a further squeeze on borrowing capacity and a deterioration in affordability.

Dr. Powell identified Sydney and Melbourne as the markets most sensitive to these movements due to higher debt levels and rising supply, which is currently “giving buyers more choice and reducing urgency”.

The economist observed that demand is already softening among rate-sensitive segments of the market.

“First‑home buyers, highly leveraged purchasers and debt‑dependent investors will be the first to pull back,” Dr. Powell said.

“Higher rates cap price growth by tightening serviceability and risk reigniting construction cost pressures at a time when new housing supply is desperately needed”.

LJ Hooker’s Head of Research, Mathew Tiller

Property market activity is expected to slow over winter following the Reserve Bank of Australia’s decision to lift rates but there could be a silver lining for buyers.

LJ Hooker’s Head of Research, Mathew Tiller said the RBA has acted to stay ahead of the inflation risks driven by the global conflict, which is currently at 4.6 per cent and well above its target 2-3 per cent.

The RBA’s announcement sees the cash rate return to its 2024 peak; however, it is occurring in a difficult time for many mortgage holders who are struggling with cost of living.

“The conflict is pushing up fuel and energy prices, lifting inflation again and this is broadening into transport, construction and everyday costs,” Mr Tiller said.

“Higher interest rates will see borrowing capacity fall again and in the short-term impact confidence and soften price growth. There will be more listings on the market and less competition between buyers. But the positive is that will give those looking to purchase more choice and more time to decide after a period of such tight stock levels.”

Latest Cotality figures show latest auction clearance rates in Sydney and Melbourne were 60 per cent and 61.8 per cent respectively.

Mr Tiller said the data indicates that vendors who are positioning and pricing their property to meet the market are selling.

“Buyers are still out there and while it may not be a massive number that will push up prices higher, we see them turning up at auctions and inspecting open homes,” he said.

“We expect property will be transacting throughout winter, but it will be at a different pace. Any moderation in price growth might almost negate the rate rise in some markets. This means that buyers with pre-approval may still be able to find something within their budget without having to go back to the bank.”

BresicWhitney CEO Will Gosse 

Three rises this year represent a material shift in what buyers and sellers are navigating compared to three to six months ago, said BresicWhitney CEO, Will Gosse.

Affordability, as a by-product of mortgage serviceability, remains the central pressure, and today’s decision adds to that.

“What’s worth remembering is that it’s not macroeconomic conditions alone that influence the market, but the sentiment that comes with them. Even with the increase in rates, the picture becomes clearer for those looking to participate.

“That brings more incentive for buyers and sellers to find common ground and reach mutually beneficial outcomes. Decisions that may have been paused are more likely to progress.”

He expects results and activity across May and June will reflect this shift, particularly after the pronounced disruption in April.

“What we’re seeing across the major Sydney markets tells us buyer intent and demand are still present, even if the path to sale looks different.”

Oliver Hume Property Group Chief Economist, Matt Bell

Oliver Hume Property Group Chief Economist, Matt Bell said that before the decision, markets had priced in ~70% chance of the hike, with all big four banks forecasting the increase. 

“We’re now exactly where we were before the three rate cutting cycle began in February 2025, with a wide range of forecasts about the rest of 2026.  Westpac has two more rate hikes forecast for 2026, while the other three big banks think this will be the last increase.”

What does this mean for property markets?

Early signs are not as dire as initially feared. Mr Bell said we’re still seeing strong price rising in those already booming housing markets of Perth, Brisbane and Adelaide, and even in Sydney and Melbourne, where prices are easing, they’re still rising in the most affordable suburbs.

In the land space, March quarter volumes eased in those overheated markets, but this was because of supply constraints, with demand holding up well as indicated by strong price rises.  In Melbourne, volumes and prices held at late 2025 levels.

Other indicators have also held up. 

“Auction clearance rates and consumer sentiment are up off the lows seen at the start of the Middle East crisis. New home sales rose in March, and unemployment has held steady at historically low levels,” he said.

“Clearly the outlook for property in 2026 is worse than it was before the crisis began, but with fuel prices well below their March peaks and supply largely sorted for Australia, it seems it will be a stabilisation in rate expectations that will settle the market before returning to normal activity in late 2026 or 2027.”

The post Rate rise: inflation hits 4.6% as housing drives pressure on RBA policy appeared first on Elite Agent.

As a widening performance gap reshapes the real estate industry, the upcoming HX Conference is positioning itself as a circuit-breaker—bringing agents, property managers and business leaders together to focus on what is actually driving results in today’s market.

The HX 2026 series will begin in New Zealand on 25–26 May at Te Pae Christchurch Convention Centre, before moving to Australia on 9–10 June at The Star Gold Coast, reinforcing Harcourts’ trans-Tasman focus on performance, leadership and growth.

With listings rising and days on market increasing by as much as 10–20% in some areas over the past year, the margin for error has tightened—placing greater pressure on agents to perform.

The 2026 agenda centres on productivity, conversion, leadership capability and consistency, with keynote presentations from Holly Ransom and Mushambi Mutuma, alongside senior Harcourts executives.

Mike Green said the event is being positioned deliberately in response to current conditions.

“The gap we’re seeing isn’t about the market—it’s about capability. HX is where we address that directly. It’s about giving our people a clear, practical edge they can take back into their business immediately.”

“In this market, average is exposed very quickly. HX is about making sure our people aren’t average.”

Mr Green said that in a more disciplined market, execution—not intention—is what separates results.

“The fundamentals haven’t changed, but the standard required to execute them has. The businesses that are structured, consistent and focused on the client are the ones continuing to grow.”

The conference will include:
·      Sales and property management workshops targeting conversion, retention and pipeline strength
·      Leadership sessions focused on accountability, culture and team performance
·      Practical insights into technology, AI and operational efficiency
·      Networking with peers, suppliers and industry partners

Adding further depth, Karmen Costigan said property management is also seeing increased pressure to perform.

“Expectations have lifted across the board. Landlords want stronger returns and clearer reporting, while tenants expect faster, more transparent communication.”

“The businesses that are investing in people, training and systems are the ones protecting and growing their portfolios.”

A key component of HX 2026 remains the National & International Awards, recognising top performers across the Harcourts network.

“Recognition sets the benchmark,” Mr Green said. “It shows what good really looks like in this market—and gives others something to aim for.”

With conditions expected to remain competitive, HX 2026 is designed to equip attendees with the clarity, capability and consistency needed to close the performance gap and drive results.

The post Performance gap widens – HX 2026 sets out to close it appeared first on Elite Agent.

Australia’s retail property sector carried significant momentum into 2026 after outperforming all other commercial property classes last year.

However, new geopolitical pressures are already cooling investor activity, according to Knight Frank’s latest Australian Retail Review.

The sector delivered annual total returns of 9.2% in 2025, fuelled by accelerating household spending, tightening supply and improved retailer profitability.

Investor demand surged in response, pushing total retail transaction volumes to $14.4 billion last year – up 43% on the previous year.

That appetite continued into early 2026, with around $3.6 billion in transactions recorded during the first quarter.

But the firm’s research flags a shift in sentiment.

“While retail investment enjoyed its strongest start to a year in a decade, with nearly $3 billion transacted by the end of February, activity stalled in March as investors took a pause amid elevated uncertainty,” said Alistair Read, senior economist at Knight Frank.

The report points to the outbreak of conflict in the Middle East as a key downside risk, with flow-on effects including higher fuel prices, supply chain cost pressures and recent interest rate increases collectively squeezing household budgets.

Early consumer sentiment data suggests confidence is already softening, according to the research.

“Higher fuel prices, flow-on cost pressures across supply chains, and recent interest rate increases are collectively squeezing household budgets,” Mr Read said.

“While household balance sheets remain generally resilient, heightened uncertainty over future costs is likely to weigh on spending – particularly in discretionary categories – in the months ahead.”

The review shows household spending rose 4.6% year-on-year to February 2026, reflecting improving real incomes and a shift by households from saving back toward consumption.

This fed directly into tenant performance, with average EBIT margins across major retailers rising to 8.9% in the first half of 2026 – their strongest level in several years.

Average retail leasing spreads rose 4.2% in 2025, helping lift income returns and underpin capital values.

“Retailers have generally been better able to absorb costs, rebuild margins and support sustainable rental outcomes, particularly in higher-quality centres,” Mr Read said.

Despite near-term uncertainty, Knight Frank expects medium-term fundamentals to remain supportive, citing a constrained development pipeline, elevated construction costs and limited feasibility for new supply.

“Retail has entered this period of uncertainty from a position of strength,” Mr Read said.

“Supply-side constraints, population growth and improving income fundamentals remain powerful structural supports for the sector.”

The post Retail property momentum stalls as geopolitical risks bite appeared first on Elite Agent.