Ken Goodfellow comes to your office and reviews your P&L, your org chart, and your systems. You leave with a clear read on what to fix.
From your desk, the brokerage looks fine. Revenue is steady and the office is busy. Up close, the margin tells a different story, and the people closest to it rarely raise it with you.
01
Splits and overhead squeeze your margin from every side.
02
Recruiting adds desks and agents who rarely close deals.
03
Top producers leave when comp and career paths stay vague.
04
The brokerage still rises or falls on your own output.
“Low profit is always more dangerous than low revenue. You need to be profitable to continue running a business.”
Most broker-owners track volume and agent count. Ken starts every assessment with the P&L, because profit decides what your brokerage can survive and what it is worth later.
01
The P&L arrives every month, gets a quick glance, and nobody asks why cost per transaction keeps climbing.
02
Titles exist, authority stays unclear, so managers wait on you and small decisions stack up on your desk.
03
Systems built for a smaller roster strain under today’s volume, and client service is the first thing to slip.
04
Marketing dollars go out every month, and no one can tie the spend to listings, closings, or new recruits.
Ken reviews your brokerage the way a buyer or a partner would. Each area gets a direct read on what works, what leaks, and what to fix first.
01
Ken benchmarks the business to a 40% profit margin and shows exactly where the gap is sitting.
03
Roles, reporting lines, and decision rights mapped so leadership depth grows below the owner.
05
Which producers may leave, why, and the comp and career path changes that give them reasons to stay.
07
The weekly numbers your leadership team should watch, and which manager owns each one of them.
02
Every split and comp plan is checked against what your accounting can support, agent by agent.
04
Recruiting criteria tied to production, so every new seat you fill adds profit to the brokerage.
06
Company leads, referral flow, and conversion reviewed against what each agent actually closes.
08
How your brokerage measures up to what buyers pay for: clean financials, a current CRM, and systems.
01
Ken benchmarks the business to a 40% profit margin and shows exactly where the gap is sitting.
02
Every split and comp plan is checked against what your accounting can support, agent by agent.
03
Roles, reporting lines, and decision rights mapped so leadership depth grows below the owner.
04
Recruiting criteria tied to production, so every new seat you fill adds profit to the brokerage.
05
Which producers may leave, why, and the comp and career path changes that give them reasons to stay.
06
Company leads, referral flow, and conversion reviewed against what each agent actually closes.
07
The weekly numbers your leadership team should watch, and which manager owns each one of them.
08
How your brokerage measures up to what buyers pay for: clean financials, a current CRM, and systems.
Each step is built so you leave with a clear read on your numbers and a short list of fixes.
01
Tell us about your brokerage, your roster, and the problem costing you the most right now.
02
Send your P&L, comp plans, and org chart ahead of time so Ken arrives with the full picture.
03
Ken works in your office with you and your leadership team and sees how the work really flows.
04
Ken ranks the few issues costing you the most profit, with the hard numbers behind each one.
05
You leave with an action plan: priorities, owners, and deadlines tied to your own numbers.
06
Run the plan with your own leaders, or keep Ken involved in a Coach Ken International program.
Solo agents, owners who keep their numbers private, and anyone who wants motivation more than a hard look at the books will do better elsewhere.
Straight answers on who the In-Office Assessment fits, how Ken runs the visit, what you leave with, and which Coach Ken program to choose if this one misses the mark.
A real estate brokerage assessment is an outside review of a brokerage’s profit, structure, systems, and people. The In-Office Assessment is on-site brokerage consulting: Ken Goodfellow reviews your business in your office and names the few changes that matter most. It is part of Coach Ken International.
Broker-owners managing large agent rosters, and team leaders running $2M to $10M+ operations with real overhead. If your brokerage competes in the RealTrends Verified brokerage rankings or runs far above the typical agent in the NAR Member Profile, this review is built for you.
You apply, then send your P&L, comp plans, and org chart. Ken reviews them in advance and works on site in your office with your leadership team. He closes with the issues costing you the most and an action plan. The length of the visit is set on your discovery call.
You leave with a ranked list of the issues costing you the most profit, a profit target for the business, a clear owner for each fix, and an action plan with deadlines. Your results depend on your market and on what your team executes.
Ken sets terms after your discovery call, once he knows the size of your operation. For a remote starting point, the Clarity Intensive is a $799 one-time session. For ongoing work after the visit, Strategic Advisory is $15,000 every 6 months.
Tell us your roster size, your GCI, and where the margin is going. In 30 minutes you will know if an on-site assessment is the right next move for you.
