#a mutual said he talks like some big ceo to which everything is a game especially and only him and your farmer are exceptional beings
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made it to lvl 100 of the skull caverns for the first time ever in stardew (i made it once before i think but collapsed in that very room bc of the time limit back in the day lol)
severly disappointed with the reward, Qi congratulated me for doing it without crafting staircases likE REaL mEn talking about my farmer and him like they are both so above and beyond 'normal' people-
....................i did craft staircases....................
#ganondoodles talks#apparently its enough to stop using them right before you enter#that was pure coincidence#HOWEVER i used only a few to get away from lots of monsters lol#the new late game additions did make it a little better to deal with#also i cannot stand Qis ass#whats his problem#stop giving me stupid quests like that i just wanna decorate my farm#but my drive to get the items he sells for those dumb gems you only get by doing his dumb quests is too strong#WHY do they start on the first day of the week though#'do this in seven days- time left 1 day'#you need to understand i hate time limits of any kind#it forces me into a frenzy of trying to be as fast as possible to get most of the day#and thus leads to me speedrunning everything instead of enjoying it#also i hate the way he talks#a mutual said he talks like some big ceo to which everything is a game especially and only him and your farmer are exceptional beings#and its like#now that i finally heard that talk#yeah- yeha he does sound like that
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Prompt: Geralt/Yennefer & Ciri family fluff
A/N: For @caiabresebun, for @thewitchersecretsanta. Ok. Um. I was going for family fluff, and my sister was watching a lot of Hallmark movies, and thus this monstrous thing came to be with a bit less family fluff than I was planning. IâM SORRY. (I am hoping to add to this later, but uh...)
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There was something relaxing about the gym. Standing in the center of the boxing ring, his gloves strapped tightly to his fists, Geralt closed his eyes and took a deep breath. The whole place had a musty, stagnant smell, the kind of scent that came from being a third-rate gym with third-rate equipment. Places like this were a dime a dozen in the city, entrances tucked away in alleys and after a flight of stairs.
 It was a miracle, honestly, that the place hadnât closed down yet. It was a pretty small place, barely able to fit in a dozen or two at a time. There was a better Goodlife center around the corner, with proper instructors and amenities. If he was being charitable, he knew he wasnât the best trainerâhe could be hard where others were soft, firm where others bent.
 If it werenât for the cheap rates, theyâd have been in the red years ago. As it was, Geralt didnât want to question their finances too much. After all, it was only the goodwill of the owner that let him rent the apartment right above the gym. In a city as expensive as New York, he doubted heâd anywhere else as affordable. Especially considering hisâŚuneven employment.
 âGeralt!â A girl called out as she pulled open the door, a bell ringing a few seconds after to belatedly announce her arrival. âIâm home!â
And even if he could find a place to stay, he doubted heâd find one big enough to fit him and his adopted daughter. Geralt opened his eyes, looking over his shoulder as Ciri walked in the room. At thirteen, she was gangly and awkward, all long limbs and flyaway hair. He had maybe a year or two before she grew into her body, and then just mere months before her mind finally caught up and heâd have to deal with whatever teenage tantrums she tossed his way.
 âGood,â Geralt grunted, watching as she plopped her backpack on one of the benches. âYouâre late.â
 âNot really!â Ciri protested, pointing at the clock. âItâs only 4:15.â
 âAnd you normally come back at 4.â Geralt glared at the door, waiting for her irritating babysitter to walk in. When the door remained stubbornly closed, he barked, âJaskier.â
 âYeah! Sorry about that.â Jaskier poked his head in through the door and smiled sheepishly. As usual, his brown hair looked like a mouseâs nest, he reeked of cheap perfume, and his clothes looked like he couldnât decide if he wanted to be punk or rock. Which, to be fair, was exactly how his band sounded likeâa confused mishmash of two different sounds.
 For some reason, the ladies loved it.
 Geralt sometimes feared for the future. âWhat happened?â he asked, already knowing he wasnât going to like the answer.
 âNothing, nothing!â Jaskier waved the question away with a goofy smile, chuckling in the way he did when he was hiding something. âJust got some ice-creamââ
 âItâs December,â Geralt pointed out flatly.
 ââand took the long way home.â Jaskier winked at Ciri. âJust a little mutual complaining, right?â
 Ciri stared at him for a long minute, then turned to Geralt. âWhoâs Yennefer?â
 Geralt stiffened. He hadnât heard that name in years. He hadnât expected to hear that name ever again. Immediately, he glared at Jaskier. âYou.â
 Jaskier wilted. âYou werenât supposed to ask!â he hissed.
 Ciri snorted, already sounding like a teenager. Sarcasm dripped from her voice as she asked, âOh, I should just let him stay grumpy forever?â
 âGrumpy?â Geralt clenched his jaw. Part of him wanted to know just what Jaskier said. Another, bigger part of him knew it was his usual brand of nonsense, a mixture of lies, rumours, and a tiny drop of truth. Whatever it was, it was better not to know. Actually, that was almost always the solution when it came to Jaskier.
 âI didnât say you were grumpy,â Jaskier refuted quickly, scratching his cheek. âMore likeââ
 âHeartbroken?â Ciri guessed, a sly glint in her eyes and maybe Geralt should start preparing himself now for her teenage years.
 âYesâno!â Jaskierâs jaw dropped. âCiri, are you trying to get me killed?â
 âIâm not heartbroken,â Geralt stated, moving past Jaskierâs betrayal for now.
 âHe said itâs why youâre grumpy all the time,â Ciri challenged, ignoring Jaskierâs yelps and cries as she revealed their entire conversation. âYou miss her.â
 âI donât miss her.â Geralt smiled wryly at the thought. How could he miss someone who was never there? âIt was years ago, Ciri.â
 âItâs been years since myâŚâ Ciri trailed off, her skin paling.
 She didnât have to finish; he knew what she was about to say.  Crossing the boxing ring, he leaned against the ropes and smiled gently at her. He was never certain of what exactly possessed her grandmother to leave her in his careâknowing the woman, she probably hadnât wanted to eitherâbut he was glad she did.
 He couldnât say just how much his life had changed now that Ciri was in it, only that it was for the better. âThatâs a different thing,â he replied softly. âYour grandparents loved you very much.â
 She smiled back hesitantly. It had taken her a while to get comfortable enough to talk about her grandparents. They had been practically her parents, raising her since birth. âYeah.â For a moment, he thought that was the end of that, but she pressed, âAnd Yennefer?â
 Geralt sighed, running a hand through his hair. Now that it was out, he might as well get it over with. âIt was a short thing, just before you came. She wasnât interested in anything more.â
 Ciri frowned. âThatâs it?â
 âThatâs it,â he confirmed, shrugging. What else could he tell a child? The connection heâd felt with Yennefer had all been in his head; sheâd made it clear enough when she left.
 âOh.â She sounded disappointed as she picked up her backpack. âIâll finish my homework.â
 He knew she really meant she wanted to process it all, and he waved her off. âSure.â
 âAnd Iâll make my way outââ Jaskier added casually, slinking his way to the door.
 âJaskier. Ring. Now,â Geralt ordered, his teeth bared as he glared at him.
 -x-
 Yennefer was never certain of what exactly possessed her to join her current company. Well, no, she knew exactly whyâher âmotherâ Trisha worked for their rivals and that was more than a good enough reason to join. Perhaps that was petty, but then again, Yennefer never claimed to be otherwise.
 Pettiness was sometimes the only way you dealt with a woman like Trisha. It was almost impossible to get under her skin. Even all of her years in law school, backstabbing and clawing to the top of her class hadnât taught Yennefer the right way to twist the knife in her motherâs heart.
 For now, sheâd have to make do as the corporate lawyer for a rival business, filing lawsuit after lawsuit and fighting her mother in court.
 âHey, Yennefer!â Her fellow lawyer, Triss, smiled brightly at her, waving as she entered the hotel lobby. âYouâre here early.â
 âOr youâre here late,â she muttered, rolling her eyes. This was precisely what she hated about her workplace. Tech companies as a whole reeked of that sugary âweâre all in this togetherâ attitude, no doubt fostered by their shareholders to trick employees into working free overtime. And the fools ate it up, staying in their offices well past closing because of paltry things like buffet bars and gaming rooms.
 The near-sighted idiots had no idea how much they were being used. It was bad enough the peons were cheerful morons; she didnât need her fellow lawyers buying into it too.
 Either feigning ignorance or in need of some hearing aids, Triss breezed past her comment like it hadnât happened. âI didnât take you for the holiday type.â
 âIâm not,â Yennefer replied flatly. âWhat gave it away, my black outfit or my black makeup?â
 âWell, thatâs true. Itâs not very Christmas-y. Or Holiday-y.â She smiled brightly, as though that had been an actual question and not a sarcastic quip. Now Yennefer was certain Triss was faking it. âOrâactually, what do you celebrate?â
 âNothing.â Yennefer glanced at the champagne in her hands. The second sheâd entered the hotelâs ballroom for her companyâs âHolidayâ party (and oh, they like to say it was âHolidayâ, even though all of the decorations were so obviously âChristmasâ. And yet, just like everything else, the fools just ate it all up.), Yennefer had grabbed a glass from a passing waiter. And then another.
 She actually wasnât certain how many sheâd drank so far, but clearly it wasnât enough if she was still conscious for this conversation.
 âSeems like you celebrate Halloween,â Trisha replied smartly, the closest sheâd come to baring her claws so far.
 âAnd you are a suck up,â Yennefer retorted, already tired of the conversation. âWhat do you want?â
 âNothing.â Trissâs smile dropped a notch. Around them, various employees drifted about as they chatted, everyone from the top CEOs to the lower management mingling. âJust wanted to see how youâre doing. Make some small talk.â
 âWe see each other every day.â Yennefer glanced around for another waiter. Her drink was almost empty, and she needed another.
 âAnd you donât talk about yourself then.â Triss sighed, shaking her head. âDonât know why I thought itâd be different now.â
 âMe neither.â With a careless wave, Yennefer pivoted and headed to another waiter. Triss sputtered something unintelligible and she hoped it was a curse. Itâd make her far more interesting and out of all of the lawyers in her company, she was by far the most attractive.
 A little fire would actually make it interesting to have a fling with her.
 Plucking two glasses from the waiter, Yennefer looked over the rim as she drank, taking in the other employees. It was a small miracle Isetradd had left the company before their holiday party; despite everything that had happened between them, heâd probably make a pass. Depending on how drunk she got, sheâd probably say yes. If there was one useful thing about the time of the year, it was that it made it all the easier for her to find some mindless entertainment, to slip in and out of beds without anyone caring.
 Caring.
 For a moment, she thought of a certain silver-haired man and she bit her lip. It had been years. More than that, it had been another petty attack on her motherâsleeping with Tissaiaâs temporary bodyguard, was a scandal in the making. Even if only to Tissaiaâs eyes.
 She hadnât expected him to get attached.
 She hadnât expected herself to be tempted.
 Shaking herself out her thoughts, Yennefer gulped her remaining champagne and headed to the open bar. It had been years; she didnât understand why he lingered in her thoughts, but this sentimental feeling was a hindrance.
 âWhisky,â she ordered, slipping onto one of the bar stools. âOn the rocks.â
 Yennefer was not nearly drunk enough to deal with this tonight.
 -x-
 Geralt could not for the life of him explain exactly how heâd ended up walking through downtown New York with Jaskier in the evening. It was mid-December. It was really cold. It was a weekday.
 âWhy am I here?â he asked aloud, glaring at his shorter companion.
 Jaskier grinned, patting him on the back. âLook, I brought up some painful memories, right? Well, what better way to fix that than by helping you make some new, better ones?â
 âThatâs a stupid reason.â Geralt turned around. Ciri was definitely not doing her homework right now, probably ordering takeout, and most likely needed his watchful eye.
 âWait, wait, wait, itâs not!â Jaskier quickly jumped in front of him, pressing his hands on his chest in an extremely futile attempt to get him to stop. They both knew exactly how much Geralt outclassed him in strength, just like they both knew the only reason Geralt had stopped was because he wanted to. âItâs a really good reason.â
 âHow?â Geralt knew heâd regret asking this, just like he regretted asking Jaskier anything, really. Somehow, the guy had a silver tongue and a penchant for getting what he wanted, and either Geralt lost time listening to him or ended up agreeing to something he definitely didnât want.
 Jaskierâs smile grew wider as he gently turned Geralt around and continued to steer him down the street. âLook, youâre still hung up on herâdonât lie to me. I told you she was bad news, you didnât listen, and this is where it got you. Even Ciriâs worried. You donât want her to worry, right? You want to show her youâre fine, right?â
 ââŚis she really that worried?â Geralt muttered, unable to refute it. He wasnât âhung upâ on Yennefer, but he couldnât deny that he still felt bound to her somehow.
 Jaskier perked up and nodded quickly. âI mean, she wants you to be happy, and youâre kinda mopey and grumpy,â Geralt glared and he hastily amended, ânot that itâs a bad thing, we love that part of your, butâŚyou knowâŚitâd be good to know thatâs just because youâre you, and not because of some biââ
 âWhere are we going?â Geralt asked, interrupting before Jaskier could go on yet another rant.
 âEvery club.â Jaskier gestured at the brightly lit street ahead of them.
 âEvery club?â Geralt repeated slowly, not liking the sound of it.
 âEvery single one. Youâre going home drunk, with someone, or hopefully a combo of the two.â Jaskier pumped his fist, looking determined for once in his life. Why that energy never transferred to his actual work, Geralt never knew.
 âIâm going home tired,â he grumbled, but followed anyway.
 As usual, Jaskier knew every party in town. He had always been the more social one between them, with all the good and bad it came with. For every three people he flirted with, a fourth and fifth were ready to pummel him to death. Deservedly so, Geralt was certain, but if they wanted to kill Jaskier, theyâd have to do it out of his sight at least. He needed plausible deniability for when Ciri asked.
 And as expected, Geralt felt very tired by the time theyâd hit the fifth one. The parties were as different as can be, from well-dressed elites sipping cocktails to raves better suited for university students, but either way, mostly filled with boring, annoying people that he would rather never see again. Every time Jaskier sensed his patience had hit its limit, heâd drag Geralt off to the next party.
 âHow are there so many parties?â Geralt muttered as they entered some ostentatious hotel. The dĂŠcor was meant to replicate grandeur but felt over-the-top and tacky to him.
 âChristmas!â Jaskier explained, still as cheerful as though it were their first party, and not the nth one. âEvery companyâs cramming them in this week which is perfect for gate crashers like us.â
 Geralt raised a brow. âDonât they have security or id?â
 Jaskier shrugged as he led him into the ballroom. âProbably. Now, come on. Weâve been at it all night, and youâre barely buzzed.â
 âYou keep dragging us out before I can drink,â Geralt pointed out.
 âNo worries hereâopen bar.â Jaskier grinned, all teeth. âPerfect place to drown your sorrows.â
 âI donât have any,â he retorted immediately.
 Jaskier shrugged it off. âSure, sure. You go drink in joy then, and Iâm going to take a look at whoâs here. See you in ten!â
 Without waiting for a response, he firmly pushed Geralt toward the back and then disappeared. Geralt clicked his teeth but made his way forward. As usual, people stopped and stared at him, though they tried to do it as politely as possible. With his heavy build and long white hair, he knew he was an unusual sight for many.
 âOh? Look who it is.â
 But not for all. He froze at the familiar sultry voice. Seated at the bar, sipping whisky, was Yennefer. As usual, she looked stunning, her black cocktail dress clinging to her like a second skin. The light flush on her neck and cheeks gave away how drunk she was, though her eyes were as intelligent as ever.
 âYennefer,â he muttered, reluctantly approaching her. It was only now, only here, that he could privately admit what Jaskier and Ciri had said:
 He was hung up on her.
 He had always been too slow, too simple for the city, and so when heâd gotten caught up in the whirlwind that was Yennefer, he hadnât realized that what was true for him hadnât been true for her. That his feelings were only one-sided.
 That to her it was just a game.
 Even this meeting was just another game.
 Yennefer patted the seat next to her. âYou should sit.â
 It was like nothing had happened. Steeling himself, he shook his head and stood. âIâll have a Moscow Mule.â
 The bartender nodded, already pulling out a glass.
 Yennefer wrinkled her nose. âVodka. Again. You never change, do you?â
 âI try not to,â he muttered, unable to stop himself. Sheâd always been good at drawing him into a conversation.
 âStill at theâŚâ Yennefer paused, her nose scrunching as she tried to think of the word. âhandy-man things?��
 She was definitely drunk. He tried not to care. âYes.â
 âOne-word answersâI told you to fix that.â Yennefer took another sip of her drink. Lifting the glass, she admired the light filtering through the dark brown liquid. âYou havenât learned to talkâbusiness isnât going to expand that way, you know.â
 âIt doesnât need to.â Geralt shrugged as he got his glass. The ice clinked as he drank. âIâm good.â
 Yennefer snorted. âYou mean barely making it.â
 âEveryoneâs barely making it, compared to you,â he growled. She always had a way of getting under his skin. âThere are other things.â
 âAnd what do you know of those âotherâ things?â Yennefer laughed, her red lips curving into a contemptuous smirk. âYouâve hidden in your shell for years.â
 She wasnât wrong. Heâd lived that way for years. Geralt stared at his reflection in his drink. âNot anymore.â
 She raised a perfectly trimmed eyebrow. âSo you have changed.â
 âYeah. And you havenât.â He was already tired of the conversation. Picking up his glass, he turned to go when a delicate hand wrapped around his tie. He stared at her perfectly manicured nails before she yanked hard, bringing his lips tantalizingly close to hers. âYennefer,â he breathed, unable to pull back.
 âWhy are you still so goddamn attractive?â Yennefer mused. This close, he could smell the alcohol on her breath, and below it the faint scent of her flowery perfume.
 âIâŚâ
 âItâs unfair,â she murmured, so close now her lips brushed his as she spoke. Suddenly, she slumped on his chest and Geralt froze.
 âHuh?â Panicked, he grabbed her shoulders, lifting her head. Her slow breathing, slightly parted lips, and closed eyes explained everything: she was fast asleep.
 âHad a feeling,â sighed the bartender. âSheâd drank too much.â
 Geralt looked at him, panicked. âWhere should I put her?â
 He shrugged. âYou could ask for a room here, if thereâs any still available. Either way, when the partyâs over, she has to go.â
 Her shoulders were still too small and fragile, and he held her carefully as he quickly scanned the room. If anyone else here knew or cared about her, they didnât act like it. Almost no one looked at him, too focused on their conversations.
 âStill no friends,â he muttered. âAnd Iâm the one avoiding people?â
 -x-
 Yennefer woke to a pounding head and a parched mouth. Maybe she shouldnât have gotten so hammered last night; it was a company party, after all. She had to keep some decorum.
 Yennefer frowned. Company party. Drinking.
 Just when had she gotten home? How? Actually, now that she thought about it, her bed felt oddly hard and the smellâŚ
 Husky, a bit wild, andâ
 She knew that smell.
 Yennefer opened her eyes, staring at the vaguely familiar ceiling. It had been years since sheâd slept here and suddenly last night came rushing to her. Geralt had been at the bar. Geralt of all people. Quickly, she patted herself, checking that her clothes were still on. Even though sheâd made the stupid mistake of going home with him, she certainly hadnât made the stupider mistake of sleeping with him.
 There was enough complication in her life without adding him back to the mix. Sitting up, she rubbed her head. As usual, the big lug had deposited her on his bed, no doubt sleeping on the couch or something instead.
 âYouâre awake!â Yennefer snapped her head to the door, where a young blonde girl eyed her curiously. The girl bounced on her feet slightly. âYouâre Yennefer, right?â
 She raised a brow. This was Geraltâs place, right? âAnd youâre?â
 âCiri.â The girl grinned before spinning around. âGeralt! Sheâs awake!â
 Yennefer groaned and lay back down. Either he was married, widowed, or adopting rugrats all over the place. Either way, she wasnât ready for any of this. Maybe if she closed her eyes, she could pretend nothing happened.
 Yeah.  Thatâs what sheâd do.
 âYennefer?â
 She grumpily opened her eyes and saw him at the door.
 Well, at least sheâd gotten one thing right yesterday. Damn, heâd aged well.
#geralt#the witcher#yennefer#jaskier#gennefer#yenralt#cirilla fiona elen riannon#geralt of rivia#yennefer of vengerberg#fanfic#WHAT IS THE SHIP NAME GUYS#come on the other one is just single one to remember#and i don't know what to tag for this aside from everything#geralt x yennefer#anyways#i laugh at how I post this before i post my other witcher fic
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Mystery at Bayer Manor 10
Jeffrey comes into the parlour. He and Claudia set up 7 tables for them. âOn the desks are books that contain pictures, puzzles and questions. You must solve each page, call Claudia or me over to check then you are permitted to grab a symbol chip.â Jeffrey holds up the discs with the symbols painted on them. âYou will then decide what secret passage door to go to and see if your symbol matches. If it does hold it up so the cameras can see and the door will be opened for you. If not come back here and you will need to solve another puzzle, get another chip and so on. Hold on to all your chips because you might see a door that has a symbol you previously pulled. All of the bedrooms are also open so remember to check those doors too.â This was like memory, you had to remember where you saw the doors with the symbols you had. âWhoever discovers the whereabouts of Tyler first will get a fact about each guest.â
Everyone stands at their desks. They all start. Lisle and Benjamin find the missing object in their pictures first and they get chips and are off. Kym finds it, digs a chip out of the bag, then sheâs off. She tries the library first, itâs a diamond and she has squiggly lines. Back to the desks to solve another puzzle. Robert wasnât there when she got back, he must have solved his puzzle too. The puzzles get harder as they go. Soon people have enough chips that they are using existing chips to go to doors whose symbols they remember. Each passage that opens has a clue about Tylerâs location or how he died. The game goes on for over an hour. Then Kym hears a scream. âI got it!â Lisle yells.
Everyone makes their way to the library and finds Tylerâs body shoved behind the secret passage. No one could see a visible means of death. Jeffrey comes in. âYou all should have the information to determine how Tyler died.â He then hands Lisle a big brown envelope. âThis is the bonus information.â Staff come and remove the body. âI guess we will not get an autopsy report,â Brittany says. Then she leans over by Robert, âI was able to get some good information if you want to work together.â Heâs so nice about saying no. âOh thanks, but I need to try to organize the info I got.â He just walks off towards the parlour. They had about an hour before lunch. Lisle grabbed Kym. âHey, do you want to see everything in this envelope?â she whispers. âOh thank you, but you won that. Just keep it to yourself, maybe you can win this.â Robert had gone up to his room. Lisle goes to her room to go through the info. Kym heads outside and sits at the table. Benjamin comes outside also and sits at the table. âDid you want to be alone?â âOh no youâre fine,â Kym replies. âHow do you think the game is going?â âAlright I guess. I was a bit put off at the beginning, but now I feel ok.â âIs that because Robert has been helping you?â âOh yes, heâs been lovely.â âHe seems to really like you.â Kym was a bit embarrassed by the way he said that. âSoâŚâŚ are the feelings mutual?â Now he was really making her uncomfortable. âWell uhm yes, I mean heâs so nice.â âYea and rich!â Ben adds. âWhat do you mean?â Kym asks defensively. âCome on, you didnât see that Rolex on his wrist. And Iâve seen him on tv before, like MSNBC, heâs the CEO of some big company. Women never fall for guys for all the right reasons.â That upset Kym, âExcuse me?â She gets up and leaves.
Kym heads upstairs, she isnât sure if she just wants to be alone in her room or talk to Robert. She knocks on Robertâs door. He opens it. âHey. I was just going to go look for you. I thought youâd be up here a lot sooner.â âOh I was just sitting outside.â She wants to say more, but stops. âWhatâs wrong?â Robert asks concerned. Kym wasnât sure how to approach the subject and unfortunately she just blurted things out. âWhat kind of watch do you wear?â Robert was confused by the question. âThis?â He holds up his wrist, showing her his blue faced DateJust 36 Rolex. âItâs a Rolex? Why?â Kym was so embarrassed to say why. âHow much does it cost?â âThis watch? I think it was about $10,000.â â10,000 for a watch? Do you have more than one?â âYea, I have a few, but why?â He reaches out and starts gently rubbing her arm. âWhatâs with the sudden interest in my watches?â Kym is embarrassed, âWhen I was outside, Benjamin came over and insinuated that I like you because youâre rich.â Robert laughs, he wraps Kym up in a hug. His arms feel so nice around her. âDonât pay any attention to what he says. And the fact that you didnât even know what type of watch I wore tells me everything I need to know.â Kym stays in his embrace. âDo you think thatâs why Brittany was hitting on you?â âMore than likely.â âI thought it was just because you were good looking.â Robert pulls away from her and laughs, âWell, of course that!â he jokes. Kym laughs at him. âCome here, lets sit down.â They sit on the floor and rest their backs against the bottom of the bed, which had been moved back by staff so everyone could access the secret passages before. âI thought we could go through all the clues we got from the game,â Robert suggests. âYou know Lisle offered to share her information with me, but I said no, it would have felt like cheating, she won that fair and square.â âThey didnât say you couldnât work with someone else, just look at us.â He smiles at her. They start going through the clues, Kym still just had hers in her mind and she hadnât written anything down yet. Robert spent the past 30 minutes putting everything into his notebook. Kym smiles, he was so easy to talk to, they can hold a good conversation, he makes her laugh and heâs just a really nice guy.
They talk until lunchtime. Lisle, Dave and Betty see them walk out of Robertâs room together. Lisle smirks and Kym just rolls her eyes at her. âI wonder whoâs going to die next?â Brittany asks. âI wish we could vote on who we want to go, I think that would be more fun.â Kym was sure Brittany was talking about her, but she didnât care. âSo what kind of information did you get?â Benjamin asks Lisle. âWell now I know your deepest darkest secret,â she responds staring at Benjamin. She doesnât say anything else and just lets people think.
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How the 22-year-old founders of Brex built a billion-dollar business in less than 2 years
When Brazilian-born Henrique Dubugras and Pedro Franceschi met at 16 years old, they bonded over a love of coding and mutual frustrations with their strict mothers, who didnât understand their Mark Zuckerberg-esque ambitions.Â
To be fair, their momsâ fear of their hacking habits only escalated after their pre-teen sons received legal notices of patent infringements in the mail. A legal threat from Apple, which Franceschi received after discovering the first jailbreak to the iPhone, is enough to warrant a grounding, at the very least.
Their parents implored them to quit the hacking and stop messing around online.
They didnât listen.
Today, the now 22-year-olds are announcing a $125 million Series C for their second successful payments business, called Brex, at a $1.1 billion valuation. Greenoaks Capital, DST Global and IVP led the round, which brings their total raised to date to about $200 million.
San Francisco-based Brex provides startup founders access to corporate credit cards without a personal guarantee or deposit. Itâs also supported by the likes of PayPal founders Peter Thiel and Max Levchin, the former chief executive officer of Visa Carl Pascarella and a handful of leading venture capital firms.Â
âBrex is off to one of the most exciting starts weâve ever seen,â IVPâs Somesh Dash said in a statement.
The financing makes them some of the youngest unicorn founders in history and puts them in a rare class of startups that have galloped into unicorn territory at such a fast clip. Brex was founded in the winter of 2017. It only launched publicly in June 2018.
Howâd they do it?
âIâve had two failed attempts, one successful attempt and one on the way to being a successful attempt,â Brex CEO Dubugras told TechCrunch while reciting a lengthy resume.
At 14, when most of us were worrying about what the first year of high school would bring us, Dubugras was more concerned about what his next business attempt would be. He had already built a successful online game but was forced to shut it down after receiving those patent infringement notices.
Naturally, he used the cash he earned from the game to start a company â an education startup meant to help Brazilian students apply to American schools. He himself was hoping to get into Stanford and had learned quickly how little Brazilian students understood of the U.S. college application process.
In some respects, the company was a success. It garnered 800,000 users but failed to make any money. His small fortune wasnât enough to scale the business.
âThere arenât a lot of VCs in Brazil that are willing to fund 15-year-olds,â Dubugras told TechCrunch.
Shortly after folding the edtech, he met Franceschi, a Brazilian teen from Rio â Dubugras is from SĂŁo Paulo â who understood his appetite for innovation and was just as hungry for success. The pair got to talking and because of Franceschiâs interest in payments, they started Pagar.me, the âStripe of Brazil.â
Pagar.me raised $30 million, amassed a staff of 100 and was processing up to $1.5 billion in transactions when it sold. Finally, they had a real success under their belt. Now it was time to relocate.Â
âWe wanted to come to Silicon Valley to build stuff because everything here seemed so big and so cool,â Dubugras said.
And come to Silicon Valley they did. In the fall of 2016, the pair enrolled at Stanford. Shortly after that, they entered Y Combinator with big dreams for a virtual reality startup called Beyond.Â
âI think three weeks in we gave it up,â Dubugras said. âWe realized we arenât the right founders to start this business.â
He credits Y Combinator with helping him realize what they were good at â payments.
As founders themselves, Dubugras and Franceschi were hyper-aware of a huge problem entrepreneurs face: access to credit. Big banks see small businesses as a risk they arenât willing to take, so founders are often left at a dead-end. Dubugras and Franceschi not only had a big network of startup entrepreneurs in their Rolodex, but they had the fintech acumen necessary to build a credit card business designed specifically for founders.
So, they scrapped Beyond and in April 2017, Brex was born. The startup picked up momentum quickly, so much so that the pair decided to drop out of Stanford and pursue the business full time.
Simplifying financial access
Brex doesnât require any kind of personal guarantee or security deposit and it doesnât use third-party legacy technology; its software platform is built from scratch.
It simplifies a lot of the frustrating parts of corporate expenses by providing companies with a consolidated look at their spending. At the end of each month, for example, a CEO can easily see how much the entire company spent on Uber or Amazon.Â
Plus, Brex can give entrepreneurs a credit limit thatâs as much as 10 times higher than what theyâd receive elsewhere and they can issue cards, virtual cards at least, moments after the online application is complete.
âWe have a very similar effect of what Stripe had in the beginning, but much faster because Silicon Valley companies are very good at spending money but making money is harder,â Dubugras explained.
As part of their funding announcement, Brex said it will launch a rewards program built with the needs and spending patterns of founders in mind. Beyond that, they plan to use the capital to hire engineers and figure out how to grow the businessâs client base beyond only tech startups.
âWe want to dominate corporate credit cards,â Dubugras said. âWe want every single company in the world, whenever they do businesses expenses, to do it on a Brex card.â
Brazilâs tech startups begin to expand globally
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TRDâs annual ranking of the top brokerages in Miami-Dade, Broward and Palm Beach counties
(Illustration by Jungyeon Roh)
Real estate brokerages in South Florida are facing tumultuous times.
The industry is changing: Companies are being bought and sold, stocks of publicly traded firms like Realogy are falling, and disruptors such as Zillow Offers and other iBuying firms that bypass the agent are entering the market. âThere are just seismic shifts that create uncertainty,â said Beth Butler, Compassâ director of new development in the Southeast. âAnd [agents think,] âMaybe I need to move. Should I look at other things?ââ
With sales in a slump, the top brokerages in the region are playing offense, whether theyâre adding ancillary services for customers as a way to enhance profitability, or growing by acquiring smaller firms or agent groups or luring high-profile agents by boosting incentives.
âWeâre playing a game of musical chairs,â said Phil Gutman, president of Brown Harris Stevens Miami. âWeâre at a difficult time. The market is just doing so-so, and when the market is doing so-so, the agents start to look around because their first inclination is that their brokerage is the issue, instead of market conditions.â
In fact, competition between brokerages for the best talent is tougher than ever before, said Gutman and others, including Butler. Compass, which has raised $1.5 billion in capital, is largely viewed as among the most aggressive in luring agents since it launched in South Florida four years ago. It now has 800 agents in nine offices across four counties after doubling its agent numbers in just the past year.
âI donât remember this kind of environment existing at this level in the 30 years I have been doing this,â Butler said. âIt really has become an environment where top agents can shop their offers and come up with whatever suits them best.â
Indeed, top producers can catapult a firmâs sales volume. The Real Dealâs latest brokerage ranking analyzed the top residential brokerages in Miami-Dade, Broward and Palm Beach counties, based on closed sales from July 15, 2018, through June 15, 2019. TRD obtained the data from multiple sources and confirmed the sales totals with the brokerages themselves. The findings showed that in Miami-Dade, One Sothebyâs International Realty took the lead spot with $1.46 billion in volume. In Broward, Coldwell Banker Residential Real Estate led the list with $1.54 billion in volume, and in Palm Beach County, it was the Keyes Company with $1.76 billion in volume.
Recruiting top agents is a key to growth. âPeople go into the market and grow aggressively quickly, because you have to hope to make it up in volume â that is the only way to compete in South Florida,â Butler said.
To get top agents, without a doubt, money talks.
In South Florida, agents with strong production may get a range of incentives from brokerages, including upfront cash incentives, big marketing budgets, cash to offset lost commissions from changing companies, a free assistant or a year-paid assistant, office space and/or a guaranteed number of referrals, Butler said. The overall compensation package also includes high splits, which brokerages say can range from 80 to 90 percent for the agent.
It all points to a highly competitive industry, brokers say.
âBig players are pouring a significant amount of money to grow, and grow not necessarily profitably,â said Edgardo Defortuna, founder, president and CEO of Fortune International Group.
âThat creates a very significant pressure on both agents and companies,â he added. âAgent splits are at a high 80 to 90 percent for top agents, and some companies are also willing to pay a signing bonus.â
Indeed, recruiting can cause friction, and Gutman calls some firmsâ recruiting methods âquestionable.â Some have tried to recruit some of his agents, âclaiming we were for sale. We are not for sale,â he said. âMost of us that have been here in the real estate industry for the past decade have a mutual respect and donât actively poach each otherâs agents ⌠Recent firms that have infiltrated the market donât show the same respect.â
The huge splits are a short-sighted incentive, according to the president of One Sothebyâs International Realty, Daniel de la Vega.
âOnce some of these companies start to realize that they cannot be profitable giving away the house the way they do, they have to adjust to reality,â he said. âWe all have desk costs, fixed costs, and a brokerage firm simply cannot operate at a 90 percent split structure. Itâs not possible unless some of these companies start changing their split structures and offering ancillary services.â
Buying up the boutiques
While representatives from Compass say they aim to have a 20 percent market share in the region by the end of next year, other firms, too, are looking to show off their market muscle with more robust headcounts. For many, that means acquiring smaller brokerages and broker teams. One Sothebyâs International Realty, for example, is planning to make three acquisitions in the next two months, according to de la Vega.
âThey are companies that have like-minded agents that specialize in luxury,â he said, declining to disclose the firms. With the acquisitions, One Sothebyâs will go from about 900 agents to close to 1,000, he said. Thatâs in sync with its strategy to expand into new markets, boost its digital presence and improve its market share on the general side of the business as well as in new development, de la Vega said.
Similarly, firms can grow by âfold-ins,â or incorporating teams from other firms. The Keyes Company, for example, recently brought over the Coloney Groupâs 30-person team in Fort Lauderdale, said Mike Pappas, Keyesâ president and CEO. The team left Related ISG International Realty.
Fortune International Group recently brought on 10 agents from a small, independent firm, which had covered Aventura and Sunny Isles Beach. They closed their office and joined Fortune, Defortuna said, declining to name the firm.
Douglas Elliman, which now counts 1,200 agents in 22 offices in Florida, brought on David Siddons and his five-agent team from EWM Realty International in July. That same month, Elliman picked up the four-agent Cassis Burke Collection team from Brown Harris Stevens Miami. In 2014, Elliman had $300 million in sales and 100 agents; it now has 12 times the number of agents and is on track to close $5 billion in sales, including new development, this year, said Jay Parker, CEO of the Florida brokerage.
âWeâre always looking to expand into the markets that fit our strategy of being in all the markets our clients want to be in,â Parker said. âSo weâre looking at the west coast [of Florida], pockets on the east coast [of the state] â considering areas north of Jupiter, looking at Aventura and the Sunny Isles market.â
Coldwell Banker, for its part, has added such high-profile agents as Denise Rubin in Aventura, who joined Aug. 30 from Berkshire Hathaway HomeServices Florida Realty; and Judy Zeder, Nathan Zeder and Kara Zeder Rosen, who left EWM Realty International in March to join the Jills at Coldwell Banker, creating the Jills Zeder Group. Coldwell Banker has also signed leases for more space at its Miami Beach office and at an office in West Delray Beach in addition to recently expanding its Boca Raton office, said Nancy Klock Corey, regional vice president for Southeast Florida. Her region now includes 16 offices and 1,600 agents.
For a brokerage to compete today, branding is also paramount, experts say.
Though EWM Realty International sold to Berkshire Hathaway HomeServices in 2003, it was only this past June that it changed its name to Berkshire Hathaway HomeServices EWM Realty. The firm currently has 10 offices and about 800 agents in South Florida. President Ron Shuffield said the move allows the firm to better compete with large brokerages.
âWhile we have been part of the Berkshire Hathaway family for the past 16 years, EWM elected to enhance our brand by enlarging the font size of our name,â Shuffield said. âWhat that has done for us is give us immediate recognition of being aligned with major brokerages in New York and California and other places in the world, so when people see the Berkshire Hathaway name, they see that this is the same company I am seeing in these other markets.â
Coldwell Banker, too, promotes its vast presence across markets to attract buyers. âWhether they are coming from this country or outside, they see Coldwell Banker and they trust that name. They have seen it before,â Corey said.
Everything but the kitchen sink
Brokers are also trying to become one-stop shops to fatten their bottom lines. Offering clients a full-service home services operation loaded with ancillary products is increasingly considered a winning competitive strategy among local brokerages.
One Sothebyâs is in the process of creating an insurance company that will offer property and casualty coverage by the end of the year, de la Vega said.
âWeâre trying to be as vertically integrated as we can be,â he said. âItâs the way brokerages are going to survive in the future, in my opinion.â
Berkshire Hathaway already offers mortgages as well as title and property insurance, Shuffield said. Keyes offers mortgages, insurance and property management and will soon offer âpost-closingâ services like cable, internet, phone and security hook-ups and home improvement services for the seller through a partner, Pappas said.
Similarly, Compass has launched Compass Concierge, which fronts the cost of home repairs for sellers.
Taking care of agents by providing marketing support, social media and public relations support, as well as direct campaigns and linking agents to New York, are also important, said Gutman, whose firm has 187 agents in Miami-Dade and 100 in Palm Beach County.
At Coldwell Banker, agents are coached on sales skills and time management. The firm provides customer relationship and database management, and even offers top agents wealth management counseling services.
âRetention is as important if not more important than recruiting. If you do so much to bring them in, you want them to stay,â Butler said. âThe environment that you cultivate and the culture that you create is what makes people stay. Someone can be offering them more money, but if they feel that this is the place they belong, itâs the glue that keeps people there.â
Amid changing dynamics, aside from attracting and retaining top talent, the advent of iBuying and the specter of shrinking profitability are also expected to remain concerns in the industry.
âThe challenge of profitability is shared â everybody has this concern,â Butler said. âFor every dollar of commission, if you are keeping 15 or 16 cents, and youâre paying all the expenses, and rents are rising, and you have sales managers and staff, you have to grow fast to have the volume to sustain that. But you also have to identify other sources of income to supplement the brokerage income.â
The post <i>TRD</i>âs annual ranking of the top brokerages in Miami-Dade, Broward and Palm Beach counties appeared first on The Real Deal Miami.
from The Real Deal Miami https://therealdeal.com/miami/issues_articles/resi-rulers-the-top-firms-in-south-florida/#new_tab via IFTTT
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TRDâs annual ranking of the top brokerages in Miami-Dade, Broward and Palm Beach counties
(Illustration by Jungyeon Roh)
Real estate brokerages in South Florida are facing tumultuous times.
The industry is changing: Companies are being bought and sold, stocks of publicly traded firms like Realogy are falling, and disruptors such as Zillow Offers and other iBuying firms that bypass the agent are entering the market. âThere are just seismic shifts that create uncertainty,â said Beth Butler, Compassâ director of new development in the Southeast. âAnd [agents think,] âMaybe I need to move. Should I look at other things?ââ
With sales in a slump, the top brokerages in the region are playing offense, whether theyâre adding ancillary services for customers as a way to enhance profitability, or growing by acquiring smaller firms or agent groups or luring high-profile agents by boosting incentives.
âWeâre playing a game of musical chairs,â said Phil Gutman, president of Brown Harris Stevens Miami. âWeâre at a difficult time. The market is just doing so-so, and when the market is doing so-so, the agents start to look around because their first inclination is that their brokerage is the issue, instead of market conditions.â
In fact, competition between brokerages for the best talent is tougher than ever before, said Gutman and others, including Butler. Compass, which has raised $1.5 billion in capital, is largely viewed as among the most aggressive in luring agents since it launched in South Florida four years ago. It now has 800 agents in nine offices across four counties after doubling its agent numbers in just the past year.
âI donât remember this kind of environment existing at this level in the 30 years I have been doing this,â Butler said. âIt really has become an environment where top agents can shop their offers and come up with whatever suits them best.â
Indeed, top producers can catapult a firmâs sales volume. The Real Dealâs latest brokerage ranking analyzed the top residential brokerages in Miami-Dade, Broward and Palm Beach counties, based on closed sales from July 15, 2018, through June 15, 2019. TRD obtained the data from multiple sources and confirmed the sales totals with the brokerages themselves. The findings showed that in Miami-Dade, One Sothebyâs International Realty took the lead spot with $1.46 billion in volume. In Broward, Coldwell Banker Residential Real Estate led the list with $1.54 billion in volume, and in Palm Beach County, it was the Keyes Company with $1.76 billion in volume.
Recruiting top agents is a key to growth. âPeople go into the market and grow aggressively quickly, because you have to hope to make it up in volume â that is the only way to compete in South Florida,â Butler said.
To get top agents, without a doubt, money talks.
In South Florida, agents with strong production may get a range of incentives from brokerages, including upfront cash incentives, big marketing budgets, cash to offset lost commissions from changing companies, a free assistant or a year-paid assistant, office space and/or a guaranteed number of referrals, Butler said. The overall compensation package also includes high splits, which brokerages say can range from 80 to 90 percent for the agent.
It all points to a highly competitive industry, brokers say.
âBig players are pouring a significant amount of money to grow, and grow not necessarily profitably,â said Edgardo Defortuna, founder, president and CEO of Fortune International Group.
âThat creates a very significant pressure on both agents and companies,â he added. âAgent splits are at a high 80 to 90 percent for top agents, and some companies are also willing to pay a signing bonus.â
Indeed, recruiting can cause friction, and Gutman calls some firmsâ recruiting methods âquestionable.â Some have tried to recruit some of his agents, âclaiming we were for sale. We are not for sale,â he said. âMost of us that have been here in the real estate industry for the past decade have a mutual respect and donât actively poach each otherâs agents ⌠Recent firms that have infiltrated the market donât show the same respect.â
The huge splits are a short-sighted incentive, according to the president of One Sothebyâs International Realty, Daniel de la Vega.
âOnce some of these companies start to realize that they cannot be profitable giving away the house the way they do, they have to adjust to reality,â he said. âWe all have desk costs, fixed costs, and a brokerage firm simply cannot operate at a 90 percent split structure. Itâs not possible unless some of these companies start changing their split structures and offering ancillary services.â
Buying up the boutiques
While representatives from Compass say they aim to have a 20 percent market share in the region by the end of next year, other firms, too, are looking to show off their market muscle with more robust headcounts. For many, that means acquiring smaller brokerages and broker teams. One Sothebyâs International Realty, for example, is planning to make three acquisitions in the next two months, according to de la Vega.
âThey are companies that have like-minded agents that specialize in luxury,â he said, declining to disclose the firms. With the acquisitions, One Sothebyâs will go from about 900 agents to close to 1,000, he said. Thatâs in sync with its strategy to expand into new markets, boost its digital presence and improve its market share on the general side of the business as well as in new development, de la Vega said.
Similarly, firms can grow by âfold-ins,â or incorporating teams from other firms. The Keyes Company, for example, recently brought over the Coloney Groupâs 30-person team in Fort Lauderdale, said Mike Pappas, Keyesâ president and CEO. The team left Related ISG International Realty.
Fortune International Group recently brought on 10 agents from a small, independent firm, which had covered Aventura and Sunny Isles Beach. They closed their office and joined Fortune, Defortuna said, declining to name the firm.
Douglas Elliman, which now counts 1,200 agents in 22 offices in Florida, brought on David Siddons and his five-agent team from EWM Realty International in July. That same month, Elliman picked up the four-agent Cassis Burke Collection team from Brown Harris Stevens Miami. In 2014, Elliman had $300 million in sales and 100 agents; it now has 12 times the number of agents and is on track to close $5 billion in sales, including new development, this year, said Jay Parker, CEO of the Florida brokerage.
âWeâre always looking to expand into the markets that fit our strategy of being in all the markets our clients want to be in,â Parker said. âSo weâre looking at the west coast [of Florida], pockets on the east coast [of the state] â considering areas north of Jupiter, looking at Aventura and the Sunny Isles market.â
Coldwell Banker, for its part, has added such high-profile agents as Denise Rubin in Aventura, who joined Aug. 30 from Berkshire Hathaway HomeServices Florida Realty; and Judy Zeder, Nathan Zeder and Kara Zeder Rosen, who left EWM Realty International in March to join the Jills at Coldwell Banker, creating the Jills Zeder Group. Coldwell Banker has also signed leases for more space at its Miami Beach office and at an office in West Delray Beach in addition to recently expanding its Boca Raton office, said Nancy Klock Corey, regional vice president for Southeast Florida. Her region now includes 16 offices and 1,600 agents.
For a brokerage to compete today, branding is also paramount, experts say.
Though EWM Realty International sold to Berkshire Hathaway HomeServices in 2003, it was only this past June that it changed its name to Berkshire Hathaway HomeServices EWM Realty. The firm currently has 10 offices and about 800 agents in South Florida. President Ron Shuffield said the move allows the firm to better compete with large brokerages.
âWhile we have been part of the Berkshire Hathaway family for the past 16 years, EWM elected to enhance our brand by enlarging the font size of our name,â Shuffield said. âWhat that has done for us is give us immediate recognition of being aligned with major brokerages in New York and California and other places in the world, so when people see the Berkshire Hathaway name, they see that this is the same company I am seeing in these other markets.â
Coldwell Banker, too, promotes its vast presence across markets to attract buyers. âWhether they are coming from this country or outside, they see Coldwell Banker and they trust that name. They have seen it before,â Corey said.
Everything but the kitchen sink
Brokers are also trying to become one-stop shops to fatten their bottom lines. Offering clients a full-service home services operation loaded with ancillary products is increasingly considered a winning competitive strategy among local brokerages.
One Sothebyâs is in the process of creating an insurance company that will offer property and casualty coverage by the end of the year, de la Vega said.
âWeâre trying to be as vertically integrated as we can be,â he said. âItâs the way brokerages are going to survive in the future, in my opinion.â
Berkshire Hathaway already offers mortgages as well as title and property insurance, Shuffield said. Keyes offers mortgages, insurance and property management and will soon offer âpost-closingâ services like cable, internet, phone and security hook-ups and home improvement services for the seller through a partner, Pappas said.
Similarly, Compass has launched Compass Concierge, which fronts the cost of home repairs for sellers.
Taking care of agents by providing marketing support, social media and public relations support, as well as direct campaigns and linking agents to New York, are also important, said Gutman, whose firm has 187 agents in Miami-Dade and 100 in Palm Beach County.
At Coldwell Banker, agents are coached on sales skills and time management. The firm provides customer relationship and database management, and even offers top agents wealth management counseling services.
âRetention is as important if not more important than recruiting. If you do so much to bring them in, you want them to stay,â Butler said. âThe environment that you cultivate and the culture that you create is what makes people stay. Someone can be offering them more money, but if they feel that this is the place they belong, itâs the glue that keeps people there.â
Amid changing dynamics, aside from attracting and retaining top talent, the advent of iBuying and the specter of shrinking profitability are also expected to remain concerns in the industry.
âThe challenge of profitability is shared â everybody has this concern,â Butler said. âFor every dollar of commission, if you are keeping 15 or 16 cents, and youâre paying all the expenses, and rents are rising, and you have sales managers and staff, you have to grow fast to have the volume to sustain that. But you also have to identify other sources of income to supplement the brokerage income.â
The post <i>TRD</i>âs annual ranking of the top brokerages in Miami-Dade, Broward and Palm Beach counties appeared first on The Real Deal Miami.
from The Real Deal Miami & Miami Florida Real Estate & Housing News | & Curbed Miami - All https://therealdeal.com/miami/issues_articles/resi-rulers-the-top-firms-in-south-florida/#new_tab via IFTTT
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Wondering How to Invest in Stocks? Get Started Here
The stock market is an intimidating topic. Itâs right up there with life insurance, mortgages and filing your own taxes.
In fact, a lot of people donât even consider stock investing because they assume they donât have enough money to get started.
Good news: Itâs not as scary as you think. And you probably have enough money to start investing right now.
Before we dive into what types of stocks and funds you can invest in, letâs cover the basics.
When you buy a share of a stock, you own a small part of the company. Think of it this way: You have money now, but you hope to make more money later. The company needs money now so it can use it to grow and earn more money later.
Stocks are essentially trading your cash today for a promise of more money down the road.
The downside is if the company performs poorly. In that case, you may lose your investment. The stock market is risky business, which may lead to you to wonder why you shouldnât just stow your money in a savings account.
Enter funds. An investment fund is a pool of money you can use to invest in various assets, including stocks. By giving small amounts of money to many companies â rather than a lot of money to one company â investment funds are betting on the success of the stock market overall. As a result, theyâre much safer.
OK, now we can dive in!
What Different Ways Can I Invest in the Stock Market?
These are the main options for the beginning investor:
Mutual funds
Low-cost index funds and exchange-traded funds
Individual stocks
Mutual Funds
Have you ever heard people say theyâre trying to âdiversify their portfolio?â The first step to doing that is investing in mutual funds.
Mutual funds are investment programs that combine stocks, bonds and cash. This blend of assets gives you a more diverse portfolio.
Then if one stock takes a hit, the effect on you will be relatively small. On the flip side, your overall rate of return wonât skyrocket if a single stock increases in value, either.
Mutual funds are typically managed by professionals. This means youâll put in less work than if you took care of everything yourself because they buy and sell stocks for you, but youâll pay for things like commissions and management fees.
Low-Cost Index Funds and Exchange-Traded Funds
Index funds and exchange-traded funds (ETFs) are types of investment funds, but the approach is more passive than that of a regular mutual fund.
Rather than being actively managed by a professional, these funds track an index. Indexes such as the S&P 500 track stock market trends by following a sample group of stocks. Costs are low because less work goes into managing these funds.
There are some key differences between index funds and ETFs. The main distinction is that index funds can only be sold or bought at the end of a business day. Â ETFs, however, can be traded throughout the day â similar to stocks.
Some people prefer ETFs because if a particular stockâs value drops during the business day, they can sell it off rather than waiting until the end of the day, when it could be even lower.
But this nimbleness comes at a price. ETFs have a small trading fee, whereas index funds do not. While some people prefer one over the other, nothing is stopping you from investing in both.
Two big perks of these types of investments are that they are well-diversified and have low fees compared to other actively managed funds.
âOne of the biggest things that erodes your investment gains is fees,â said Robert Farrington, founder and CEO of The College Investor. âThe less fees, the more money you can keep in your pocket.â
Individual Stocks
As a beginning investor, your mind might go to big name companies like Apple, Nike or Netflix. You may be tempted to think: If only I invested in a few shares of Apple in 1980, Iâd be a millionaire!
While buying stock in individual companies is certainly an option, for new investors, itâs not the wisest one.
First of all, buying stocks individually is a risky way to go. If the stockâs value increases, you could make some major moolah. However, if the value drops and you have a significant amount of money invested, you could lose big.
Second, investing isnât a noviceâs game. Advice from professionals who study companies, industries and stocks will be invaluable. These experts can make much more educated decisions about which stocks to buy. You can reach out to a professional for advice, or you may decide to let them make your stock picks for you through accounts such as mutual funds.
Malik S. Lee, a certified financial planner and founder of Felton & Peel Wealth Management, told us that âpeople think because theyâve Googled somethingâ that theyâre now an expert.
âIt can go terribly wrong,â Lee said.
So donât fall into that trap.
How Much Money Do I Need to Invest in Stocks?
It all depends. Actively managed mutual funds typically have steep minimum investments â in some cases well into the five figures. But there are companies that give you access to top market research and planning professionals with a starting balance of just $2,500.
At the lower end, some self-directed brokerage accounts are free to open and have no minimum account balance, but charge a fee per trade. You can use a brokerage account to invest in index funds, ETFs or even individual stocks.
The amount of money you need to invest in individual stocks depends on the share price and the number of shares you want to buy. For example, at the time of this writing, the share price of Apple is around $190. One share of Netflix would be about $370. The prices of individual stocks fluctuate frequently.
This is, again, why itâs a good idea to get advice before buying individual stocks.
How Do I Start Investing in Stocks?
There are three main ways to get in the game: hire a broker, hire a financial adviser or use a robo-adviser. Which option you choose will depend on your situation and preferences.
Hire a Broker
Do you like the idea of making your own investment decisions? Do you want to invest in individual stocks and mutual funds? If this sounds like your cup of tea, hiring a broker is the way to go.
When you open a brokerage account through a firm such as Fidelity or Charles Schwab, you make most of the decisions, but your broker actually does the work of buying, selling and trading for you. He or she will also provide you with advice should you ask for it.
When you hire a broker, you pay them a commission each time they make a transaction for you. Those fees can add up.
Hire a Financial Adviser
If youâre starting out with just a little money, you may want to hire a financial adviser rather than a broker.
Why? Because you donât pay a financial adviser a commission for each transactionâinstead, you pay a fee thatâs a percentage of the assets in your account.
When my husband and I first started investing, we decided to hire a financial adviser over a broker to open our individual IRAs because we could only start with $500 each. Our fees were very low.
Donât worry, financial advisers are licensed professionals with stock analysis experience. The fees just work differently.
Keep in mind that many companies offer the option of hiring either a broker or a financial adviser, so if youâre on the fence, you can call companies such as LPL Financial or Morgan Stanley to talk with someone in more depth.
Thereâs another option, though: You could use a robo-adviser.
Use a Robo-Adviser
If the hands-off nature and affordability of index funds and ETFs appeal to you, then a robo-adviser may be the best way to go.
Sign up for an account with a reputable robo-adviser, then input your information and investment goals. The robo-adviser will set up your portfolio for you and track an index, such as the Dow Jones or S&P 500.
Robo-advisers are more objective than brokers and even financial advisers, and youâre omitting the possibility of human error.
Robo-advisers are also the most affordable. Youâll still have to pay management fees, but these tend to be much lower than fees for human advisers.
Need a push in the right direction? Here are three of the best robo-advisers out there:
Wealthfront. Wealthfront will manage your investment account for free as long as your balance remains under $5,000. Once you pass the $5,000 mark, youâll pay a relatively low annual fee of 0.25%. You only need $500 to get started.
Betterment. With Betterment, you receive the first year of account management for free, then pay an annual fee of 0.25%. The main feature that sets Betterment apart is that no minimum balance is required to open an account.
Schwab Intelligent Portfolios. Initially, Schwabâs account minimum may throw you offâitâs $5,000. The good news? There are no management fees at all.
While Lee of Felton & Peel sometimes recommends robo-advisers to his clients, he noted that human advisers can take a more holistic approach to your financial plans.
âTo put it all together, you still need a human for that.â
Professional, human advice is paramount to stepping wisely and carefully into the investment world. While youâre still a far cry from being a hedge fund expert, now you have some tools to get started.
Laura Grace Tarpley is a freelance writer and editor at FluentU. She spends her free time playing with her puppies, Tuna and Gumbo. Follow her on Twitter @lgtarpley.
Staff writer Adam Hardy contributed to this post.
This was originally published on The Penny Hoarder, which helps millions of readers worldwide earn and save money by sharing unique job opportunities, personal stories, freebies and more. The Inc. 5000 ranked The Penny Hoarder as the fastest-growing private media company in the U.S. in 2017.
Wondering How to Invest in Stocks? Get Started Here published first on https://justinbetreviews.tumblr.com/
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How the 22-year-old founders of Brex built a billion-dollar business in less than 2 years
When Brazilian-born Henrique Dubugras and Pedro Franceschi met at 16 years old, they bonded over a love of coding and mutual frustrations with their strict mothers, who didnât understand their Mark Zuckerberg-esque ambitions.Â
To be fair, their momsâ fear of their hacking habits only escalated after their pre-teen sons received legal notices of patent infringements in the mail. A legal threat from Apple, which Franceschi received after discovering the first jailbreak to the iPhone, is enough to warrant a grounding, at the very least.
Their parents implored them to quit the hacking and stop messing around online.
They didnât listen.
Today, the now 22-year-olds are announcing a $125 million Series C for their second successful payments business, called Brex, at a $1.1 billion valuation. Greenoaks Capital, DST Global and IVP led the round, which brings their total raised to date to about $200 million.
San Francisco-based Brex provides startup founders access to corporate credit cards without a personal guarantee or deposit. Itâs also supported by the likes of PayPal founders Peter Thiel and Max Levchin, the former chief executive officer of Visa Carl Pascarella and a handful of leading venture capital firms.Â
âBrex is off to one of the most exciting starts weâve ever seen,â IVPâs Somesh Dash said in a statement.
The financing makes them some of the youngest unicorn founders in history and puts them in a rare class of startups that have galloped into unicorn territory at such a fast clip. Brex was founded in the winter of 2017. It only launched publicly in June 2018.
Howâd they do it?
âIâve had two failed attempts, one successful attempt and one on the way to being a successful attempt,â Brex CEO Dubugras told TechCrunch while reciting a lengthy resume.
At 14, when most of us were worrying about what the first year of high school would bring us, Dubugras was more concerned about what his next business attempt would be. He had already built a successful online game but was forced to shut it down after receiving those patent infringement notices.
Naturally, he used the cash he earned from the game to start a company â an education startup meant to help Brazilian students apply to American schools. He himself was hoping to get into Stanford and had learned quickly how little Brazilian students understood of the U.S. college application process.
In some respects, the company was a success. It garnered 800,000 users but failed to make any money. His small fortune wasnât enough to scale the business.
âThere arenât a lot of VCs in Brazil that are willing to fund 15-year-olds,â Dubugras told TechCrunch.
Shortly after folding the edtech, he met Franceschi, a Brazilian teen from Rio â Dubugras is from SĂŁo Paulo â who understood his appetite for innovation and was just as hungry for success. The pair got to talking and because of Franceschiâs interest in payments, they started Pagar.me, the âStripe of Brazil.â
Pagar.me raised $30 million, amassed a staff of 100 and was processing up to $1.5 billion in transactions when it sold. Finally, they had a real success under their belt. Now it was time to relocate.Â
âWe wanted to come to Silicon Valley to build stuff because everything here seemed so big and so cool,â Dubugras said.
And come to Silicon Valley they did. In the fall of 2016, the pair enrolled at Stanford. Shortly after that, they entered Y Combinator with big dreams for a virtual reality startup called Beyond.Â
âI think three weeks in we gave it up,â Dubugras said. âWe realized we arenât the right founders to start this business.â
He credits Y Combinator with helping him realize what they were good at â payments.
As founders themselves, Dubugras and Franceschi were hyper-aware of a huge problem entrepreneurs face: access to credit. Big banks see small businesses as a risk they arenât willing to take, so founders are often left at a dead-end. Dubugras and Franceschi not only had a big network of startup entrepreneurs in their Rolodex, but they had the fintech acumen necessary to build a credit card business designed specifically for founders.
So, they scrapped Beyond and in April 2017, Brex was born. The startup picked up momentum quickly, so much so that the pair decided to drop out of Stanford and pursue the business full time.
Simplifying financial access
Brex doesnât require any kind of personal guarantee or security deposit and it doesnât use third-party legacy technology; its software platform is built from scratch.
It simplifies a lot of the frustrating parts of corporate expenses by providing companies with a consolidated look at their spending. At the end of each month, for example, a CEO can easily see how much the entire company spent on Uber or Amazon.Â
Plus, Brex can give entrepreneurs a credit limit thatâs as much as 10 times higher than what theyâd receive elsewhere and they can issue cards, virtual cards at least, moments after the online application is complete.
âWe have a very similar effect of what Stripe had in the beginning, but much faster because Silicon Valley companies are very good at spending money but making money is harder,â Dubugras explained.
As part of their funding announcement, Brex said it will launch a rewards program built with the needs and spending patterns of founders in mind. Beyond that, they plan to use the capital to hire engineers and figure out how to grow the businessâs client base beyond only tech startups.
âWe want to dominate corporate credit cards,â Dubugras said. âWe want every single company in the world, whenever they do businesses expenses, to do it on a Brex card.â
Source: https://bloghyped.com/how-the-22-year-old-founders-of-brex-built-a-billion-dollar-business-in-less-than-2-years/
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When Brazilian-born Henrique Dubugras and Pedro Franceschi met at 16 years old, they bonded over a love of coding and mutual frustrations with their strict mothers, who didnât understand their Mark Zuckerberg-esque ambitions.Â
To be fair, their momsâ fear of their hacking habits only escalated after their pre-teen sons received legal notices of patent infringements in the mail. A legal threat from Apple, which Franceschi received after discovering the first jailbreak to the iPhone, is enough to warrant a grounding, at the very least.
Their parents implored them to quit the hacking and stop messing around online.
They didnât listen.
Today, the now 22-year-olds are announcing a $125 million Series C for their second successful payments business, called Brex, at a $1.1 billion valuation. Greenoaks Capital, DST Global and IVP led the round, which brings their total raised to date to about $200 million.
San Francisco-based Brex provides startup founders access to corporate credit cards without a personal guarantee or deposit. Itâs also supported by the likes of PayPal founders Peter Thiel and Max Levchin, the former chief executive officer of Visa Carl Pascarella and a handful of leading venture capital firms.Â
âBrex is off to one of the most exciting starts weâve ever seen,â IVPâs Somesh Dash said in a statement.
The financing makes them some of the youngest unicorn founders in history and puts them in a rare class of startups that have galloped into unicorn territory at such a fast clip. Brex was founded in the winter of 2017. It only launched publicly in June 2018.
Howâd they do it?
âIâve had two failed attempts, one successful attempt and one on the way to being a successful attempt,â Brex CEO Dubugras told TechCrunch while reciting a lengthy resume.
At 14, when most of us were worrying about what the first year of high school would bring us, Dubugras was more concerned about what his next business attempt would be. He had already built a successful online game but was forced to shut it down after receiving those patent infringement notices.
Naturally, he used the cash he earned from the game to start a company â an education startup meant to help Brazilian students apply to American schools. He himself was hoping to get into Stanford and had learned quickly how little Brazilian students understood of the U.S. college application process.
In some respects, the company was a success. It garnered 800,000 users but failed to make any money. His small fortune wasnât enough to scale the business.
âThere arenât a lot of VCs in Brazil that are willing to fund 15-year-olds,â Dubugras told TechCrunch.
Shortly after folding the edtech, he met Franceschi, a Brazilian teen from Rio â Dubugras is from SĂŁo Paulo â who understood his appetite for innovation and was just as hungry for success. The pair got to talking and because of Franceschiâs interest in payments, they started Pagar.me, the âStripe of Brazil.â
Pagar.me raised $30 million, amassed a staff of 100 and was processing up to $1.5 billion in transactions when it sold. Finally, they had a real success under their belt. Now it was time to relocate.Â
âWe wanted to come to Silicon Valley to build stuff because everything here seemed so big and so cool,â Dubugras said.
And come to Silicon Valley they did. In the fall of 2016, the pair enrolled at Stanford. Shortly after that, they entered Y Combinator with big dreams for a virtual reality startup called Beyond.Â
âI think three weeks in we gave it up,â Dubugras said. âWe realized we arenât the right founders to start this business.â
He credits Y Combinator with helping him realize what they were good at â payments.
As founders themselves, Dubugras and Franceschi were hyper-aware of a huge problem entrepreneurs face: access to credit. Big banks see small businesses as a risk they arenât willing to take, so founders are often left at a dead-end. Dubugras and Franceschi not only had a big network of startup entrepreneurs in their Rolodex, but they had the fintech acumen necessary to build a credit card business designed specifically for founders.
So, they scrapped Beyond and in April 2017, Brex was born. The startup picked up momentum quickly, so much so that the pair decided to drop out of Stanford and pursue the business full time.
Simplifying financial access
Brex doesnât require any kind of personal guarantee or security deposit and it doesnât use third-party legacy technology; its software platform is built from scratch.
It simplifies a lot of the frustrating parts of corporate expenses by providing companies with a consolidated look at their spending. At the end of each month, for example, a CEO can easily see how much the entire company spent on Uber or Amazon.Â
Plus, Brex can give entrepreneurs a credit limit thatâs as much as 10 times higher than what theyâd receive elsewhere and they can issue cards, virtual cards at least, moments after the online application is complete.
âWe have a very similar effect of what Stripe had in the beginning, but much faster because Silicon Valley companies are very good at spending money but making money is harder,â Dubugras explained.
As part of their funding announcement, Brex said it will launch a rewards program built with the needs and spending patterns of founders in mind. Beyond that, they plan to use the capital to hire engineers and figure out how to grow the businessâs client base beyond only tech startups.
âWe want to dominate corporate credit cards,â Dubugras said. âWe want every single company in the world, whenever they do businesses expenses, to do it on a Brex card.â
Brazilâs tech startups begin to expand globally
via TechCrunch
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Text
How the 22-year-old founders of Brex built a billion-dollar business in less than 2 years
When Brazilian-born Henrique Dubugras and Pedro Franceschi met at 16 years old, they bonded over a love of coding and mutual frustrations with their strict mothers, who didnât understand their Mark Zuckerberg-esque ambitions.Â
To be fair, their momsâ fear of their hacking habits only escalated after their pre-teen sons received legal notices of patent infringements in the mail. A legal threat from Apple, which Franceschi received after discovering the first jailbreak to the iPhone, is enough to warrant a grounding, at the very least.
Their parents implored them to quit the hacking and stop messing around online.
They didnât listen.
Today, the now 22-year-olds are announcing a $125 million Series C for their second successful payments business, called Brex, at a $1.1 billion valuation. Greenoaks Capital, DST Global and IVP led the round, which brings their total raised to date to about $200 million.
San Francisco-based Brex provides startup founders access to corporate credit cards without a personal guarantee or deposit. Itâs also supported by the likes of PayPal founders Peter Thiel and Max Levchin, the former chief executive officer of Visa Carl Pascarella and a handful of leading venture capital firms.Â
âBrex is off to one of the most exciting starts weâve ever seen,â IVPâs Somesh Dash said in a statement.
The financing makes them some of the youngest unicorn founders in history and puts them in a rare class of startups that have galloped into unicorn territory at such a fast clip. Brex was founded in the winter of 2017. It only launched publicly in June 2018.
Howâd they do it?
âIâve had two failed attempts, one successful attempt and one on the way to being a successful attempt,â Brex CEO Dubugras told TechCrunch while reciting a lengthy resume.
At 14, when most of us were worrying about what the first year of high school would bring us, Dubugras was more concerned about what his next business attempt would be. He had already built a successful online game but was forced to shut it down after receiving those patent infringement notices.
Naturally, he used the cash he earned from the game to start a company â an education startup meant to help Brazilian students apply to American schools. He himself was hoping to get into Stanford and had learned quickly how little Brazilian students understood of the U.S. college application process.
In some respects, the company was a success. It garnered 800,000 users but failed to make any money. His small fortune wasnât enough to scale the business.
âThere arenât a lot of VCs in Brazil that are willing to fund 15-year-olds,â Dubugras told TechCrunch.
Shortly after folding the edtech, he met Franceschi, a Brazilian teen from Rio â Dubugras is from SĂŁo Paulo â who understood his appetite for innovation and was just as hungry for success. The pair got to talking and because of Franceschiâs interest in payments, they started Pagar.me, the âStripe of Brazil.â
Pagar.me raised $30 million, amassed a staff of 100 and was processing up to $1.5 billion in transactions when it sold. Finally, they had a real success under their belt. Now it was time to relocate.Â
âWe wanted to come to Silicon Valley to build stuff because everything here seemed so big and so cool,â Dubugras said.
And come to Silicon Valley they did. In the fall of 2016, the pair enrolled at Stanford. Shortly after that, they entered Y Combinator with big dreams for a virtual reality startup called Beyond.Â
âI think three weeks in we gave it up,â Dubugras said. âWe realized we arenât the right founders to start this business.â
He credits Y Combinator with helping him realize what they were good at â payments.
As founders themselves, Dubugras and Franceschi were hyper-aware of a huge problem entrepreneurs face: access to credit. Big banks see small businesses as a risk they arenât willing to take, so founders are often left at a dead-end. Dubugras and Franceschi not only had a big network of startup entrepreneurs in their Rolodex, but they had the fintech acumen necessary to build a credit card business designed specifically for founders.
So, they scrapped Beyond and in April 2017, Brex was born. The startup picked up momentum quickly, so much so that the pair decided to drop out of Stanford and pursue the business full time.
Simplifying financial access
Brex doesnât require any kind of personal guarantee or security deposit and it doesnât use third-party legacy technology; its software platform is built from scratch.
It simplifies a lot of the frustrating parts of corporate expenses by providing companies with a consolidated look at their spending. At the end of each month, for example, a CEO can easily see how much the entire company spent on Uber or Amazon.Â
Plus, Brex can give entrepreneurs a credit limit thatâs as much as 10 times higher than what theyâd receive elsewhere and they can issue cards, virtual cards at least, moments after the online application is complete.
âWe have a very similar effect of what Stripe had in the beginning, but much faster because Silicon Valley companies are very good at spending money but making money is harder,â Dubugras explained.
As part of their funding announcement, Brex said it will launch a rewards program built with the needs and spending patterns of founders in mind. Beyond that, they plan to use the capital to hire engineers and figure out how to grow the businessâs client base beyond only tech startups.
âWe want to dominate corporate credit cards,â Dubugras said. âWe want every single company in the world, whenever they do businesses expenses, to do it on a Brex card.â
Brazilâs tech startups begin to expand globally
Via Kate Clark https://techcrunch.com
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TribeLA Magazine has published on http://tribelamagazine.com/day15-secrets_young-successful/
What's your Story? Career TIPS from Jennifer Kushell at YSN.com (Your Success Network)
by Jennifer Kushell
RECENTLY I HAD TO CALL A BIG-TIME attorney whom Iâd never met. I wanted to talk to him about a project I was working on. Our company was putting on a conference for young people looking for insight on how to climb to the top of their industry and we wanted him to speak about his work in representing some famous clients.
While I had a great referral from a mutual friend, I was a bit nervous because everyone had told me the guy was a powerhouse. So, when he picked up the phone, I was all ready to lay my picture on him, but he wasnât ready to hear it. As soon as I said âHello,â he jumped out with âHey, Jennifer! How are you? Tell me what youâre up to. Whatâs your story?
For a second, I froze, uncertain exactly what to tell him. What is my story?
We all have a story to tell
Asking someone to help tell his or her story is a loaded question. Your story is made up of a lot of things â where you come from, who you are, what your aspirations are, your mission. If you can answer these questions, odds are youâre pretty far ahead of the game. If you canât, youâre probably missing out on some great opportunities.
Every day, for instance, incredible people slip in and out of our lives unnoticed. The trick is to identify them, meet them, then draw them into our lives, even if just for a few precious moments. How well we capitalize on these opportunities, especially the unexpected ones, has a lot to do with how well we can tell our own story. Telling our story well is what baits them to engage with us.
The Young and Successful are always ready to sell themselves and what theyâre working on. Letâs face it, whether our career defines us as such or not, weâre all in sales. In some way, or some form, we all have to sell ourselves every day.
A twenty-something guy named Tyson once told me a funny story that illustrates this point perfectly. On the way to a big meeting with the prospective client, Tyson stepped into a big corporate office building with his firms two senior sales managers. While Tyson had done most of the research in preparing for the meeting, his responsibility here was simply to back up his bosses if they needed more background info.
Frustrated with these orders, he went along, hoping heâd get a chance to do something more than just sit and nod along for an hour. So just as they all pushed through a crowd of rushed executives in the lobby, his two bosses managed to elbow their way through the closing doors of the first available elevator. Tyson didnât make it, though.
Left behind and slightly irritated, Tyson waited for the next available elevator to show up. When it did, he pressed the button for the thirty-second floor and began to adjust his collar and smooth out his hair.
Well, it turns out an older guy behind Tyson was peering over his shoulder checking out the cover of the glossy presentation he had painstakingly put together. âAre you coming in for the big presentation today?â the gentleman inquired. Tyson nodded and asked him if heâd be there, but the man looked disappointed and said, âIâd really like to hear what you have to show us, but Iâm afraid I have another meeting I canât get out of. Whatâs it all about anyway?â Surprised that the interest,
Tyson gave the guy a quick pitch, pulling facts and figures out of his head and an astonishing pace. The more impressed the guy looked, the further Tyson continued.
He was anxious for the chance to share the ideas heâd come up with, which his bosses were about to pass off as there own. A couple minutes and a few stops later, the door opened to the thirty-second floor and they stepped out into the reception area only to find Tysonâs bosses waiting and smirking at having left their young associate behind. The man then tapped Tyson on the shoulder, told him that he enjoyed their chat, and wished him good luck in the meeting.
An hour later, the meeting ended and the three got back in the elevator to leave. The mood this time was very different. The presentation hadnât gone too smoothly and they doubted theyâd get the business. But back at the office, there was a message waiting for them.
A secretary explained that the people theyâd just met with had already called to let them know that theyâd won the account because the CEO was so impressed with Tysonâs presentation. Thoroughly confused, they looked at each other in disbelief. The CEO wasnât even at the meeting. And besides, Tyson hadnât managed to get a word in the whole time. Then it hit them. The guy in the elevator! After everything, Tyson had landed the account with his little elevator pitch, in a totally random encounter with the number-one decision-maker, the CEO. You can be sure that was the last time Tyson was ever told to stay quiet in the meeting.
To be successful, we all have to be able to sell ourselves quickly and clearly. Just think: How can other people buy into your vision and what youâre all about if they donât know what you have to offer in the first place? One of the most remarkable things about the Young and Successful is that they almost always have a story to tell that defines them. When asked what theyâre up to, they never utter the useless response, âUh, nothing much.â
If you want to join the ranks of the Young and Successful, get your story down and have it ready. Youâll need it soon, and often at some pretty unexpected times.
Donât worry if youâre not quite certain what your story is right now. In the upcoming issues of this magazine, weâre going to show you a process that will help you better understand and express who you are (even if youâre not entirely certain who that is right now).
From the book âSecrets of the Young and Successfulâ by Jennifer Kushell and Scott Kaufman. http://ysn.com This post originally published January 23, 2017
Jennifer Kushell is founder and CEO of the YSN Network. She has been a relentless advocate for young leaders and entrepreneurs since her first year in college. Today, Jen is a global thought leader on youth employment and entrepreneurship, a celebrated speaker, trusted advisor, outspoken evangelist and New York Times Best Selling author of Secrets of the Young & Successful. She is a frequent delegate of the US State Department entrepreneurship missions, Youth Advisor to the UNâs Sustainable Development Committee, and a Trustee of the Global Youth Empowerment Fund. Building YSN into a global resource for the billion young people entering the workforce is her dream in the making.
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Former Detroit CEO Finds Vulnerability â and Fine-tunes His Business Savvy â in Tribal Papua New Guinea
When John Quinlanâs publicly traded company failed in 1985 his employees were hurt and his friends scattered. His marriage soon dissolved, removing his young stepdaughter from his life. With the need to withdraw from the public humiliation as well as to mend his heart, Quinlan set out on a quest that took him to places few have traveled, or even imagined.
âThe âTau Badaâ tale Iâm about to share is not simply an achievement or an outcome, or a recipe for the attainment of goals and self-improvement, or even a romantic happy ending. It is about the quiet transitions to real courage and the soul milieu that connects and binds us as mutual occupants of a shared planet.â
Thus begins Quinlanâs book Tau Bada, The Quest and Memoir of a Vulnerable Man. Tau Bada means âbig white man,â which is what Quinlan is when he meets up with the tribes of Papua New Guineaâs Oro Province, north of Australia.
Realizing his relationships are shallow and that he doesnât really know himself â or like what he knows â Quinlan leaves his posh lifestyle in Grosse Pointe, Michigan, to travel across the US on his motorcycle on a personal trek to self-discovery. Out west, he meets and falls for Fiona Delaney, a Papua New Guinea native who is working with a group of girls with disabilities. The instant bond with her is so strong that, in Quinlanâs words, âItâs like magic.â
Low-Cost Home-Based Businesses â Visit the Home Biz Mag EXPO
Following his heart, John and Fiona, who eventually marry, travel through the South Pacificdetermined to create a sustainable livelihood business, since Fionaâs visa was no longer valid for the US. They make an attempt at a fishing business before settling on coffeeexporting in Papua New Guinea. There, Quinlan uses his expertise as a businessman to pull together over 2400 people from numerous different tribes to form a business focused oncoffee collection, processing, logistics and export. What he doesnât count on are the culturaldifferences or the aura of fear and mistrust that surround some of the tribes regarding this âbig white manâ, as well as each other. Or â closer to home â the greed and vengeance that are apparently equivalent across the globe,whether in a boardroom in Grosse Pointe, Michigan or a tribal hut in the PNG mountains.
Fiona, a strong partner in both business and life, proves to be the rock John thought she was when he first met her. Her resiliency givesher the titles of âThe Woman Who Would Not Be Shotâ and for her outspokenness as a businesswoman, she is called âThe Man in a Womanâs Bodyâ by the tribes people where they worked in Papua New Guinea.
Michigan-born author John E Quinlan makes his literary debut with a book so fascinating on every level that he calls up the spirit of adventure in all of us while at the same time carrying the standard for being genuine and trusting of ourselves and authentic with others.âGrady Harp, Amazon Top 100 Hall of Fame Reviewer
Fraught with intrigue, danger, humor and of course, the power of love, Quinlanâs book is both a philosophical look at his inner man, and a page-turning adventure as they are shot at, participate in a tribal ritual to wipe a curse from their village, and fall at the hands of betrayal, sabotage, and even attempted murder. (All of this happens over the seven years he and Fiona run their businesses in the South Pacific, while Quinlan still keeps a finger in the corporate world in the U.S)
Quinlan, now an organization development specialist and the owner and CEO of Growth Strategies Global LLC in the United States,uses his 30 years of consulting experience to advise business owners, specializing in family-founded and closely held businesses.
âThe world does not count mishaps or misfortunes, no matter how much you contributed,â says Quinlan. âIt makes you feel foolish for contributing, for being vulnerable.â And yet being vulnerable is exactly what Quinlan works on with individuals when he consults.
âI find it fascinating to go into their inner sanctum where they can drop their guard and be real with me,â says Quinlan. âThen I can shift it to business practices. What do you want to talk about? Customer relations?â
Once employers and their employees are ready to open up, show their vulnerabilities, and discuss what it is they really want for their company, then Quinlan moves on to the logistical aspects of work. Some of his current clients include: Â Harvey Hohauser & Associates; Tarus Products; McClures Pickles and Merlo Constructions.
When asked if he has any regrets about his lifeâs journey, Quinlan replies, âIâm feeling distinguished. It was worth it. It was well worth it. It has enriched my life and individuated me to a higher degree.â
He is once again thriving, and although he is back at the top of his game, he says he will never be that same shallow man who started off on his motorcycle back after his first fall. His heart has changed, and whether in business or in life, he strives to remain vulnerable.
Tau Bada: The Quest and Memoir of a Vulnerable Man (ISBN 978-1-63413-956-4, 2016), MCP Books, paperback, 333 pages, available at Amazon, Barnes & Nobel and the authorâs website: http://www.TauBada.com. View the book trailer here: http://bit.ly/TauBadaBookTrailer.
Excerpts Tau Bada
The âTau Badaâ tale Iâm about to share is not simply an achievement or an outcome, or a recipe for the attainment of goals and self-improvement, or even a romantic happy ending. It is about the quiet transitions to real courage and the soul milieu that connects and binds us as mutual occupants of a shared planet.
The ceremony was perfunctory in most respects. But his opening remarks were quite entertaining. âMy friends, as we gather here today to see the first white people ever to be married in our village, let us not forget not too long ago we would not be marrying them, we would be eating them,â he said. The congregation said: âAmen.â Fiona and I responded: âAmen.â
Had all of this work and progress been thrown away by one personâs desire for personal gain, and was that possibly condoned by the community at large? ⌠I felt compelled to confront this culture of stealing and demonstrate the morality of transparency.
In all directions, wheat fields are stretching out as far as I can see. This is the âbeauty roadâ attested to by our own Native Americans. I just left South Dakota, riding over a bridge into Wyoming, peering down on the Missouri River. I enter the Standing Rock Indian reservation. On a bluff, I gaze at the road just traveled. I am in sync. My inward man and outward man are one.
Whether it is a PNG sorcerer/chief casting or supporting fear-ridden spells or a Western corporate CEO or politician implementing marketing strategies, the results are similar. Well-constructed cultural fortresses are nearly impossible to penetrate. Leadershipâs defensive routines and behaviors are intransigent.
Brusquely, the vehicle veered to the center as an object loudly and forcibly hit the Land Cruiser. Fiona screeched. To our left, five hooded men, three of them armed with what looked like spears, lunged out of the bush and pumped cartridges from rifles at our vehicle.
Fiona is now known as the woman who would not be shot. They are at loss to explain how she could be as powerful and invincible as a man.
The highway behind gives me courage to move into the future. I desire to see the first light of tomorrow.
The quotes below from the book are highly representative.
The cowboy, leaning over his horse, asked the bartender for a six-pack of beer. I turned around and looked up and said, âI would like to buy you and your horse a drink.â He said no thank you ⌠turned around and rode out. ⌠A patron informed me that I had just met the âZen cowboy.â ⌠With one fluttering upper tooth, he stuttered out a Buddhist koan uttered by the Zen cowboy. He said: âIt is what it is. It ainât what it ainât. Never say never. Let it go.â ⌠This would stick with me during frequent squalls and a few storms over the course of coming years.
The lure of the future was more powerful than the fear of the present.
To my right was a pretty woman with blonde braids, milky-blue eyes, and a tender and engaging smile that sprang from a soft, beautiful pale face. I liked the strength in her look. ⌠I grabbed her attention. She quickly remarked: â⌠Iâm Fiona Delaney, from Papua New Guinea.â My response was automatic: âPapa what?â
I started my first diary at the age of 10. I donât think it can ever be completed.
Self-importance and the illusion of invincibility eventually ended my reign as chairman and CEO of a publicly traded company. I failed my organization deeply, hurting employees and shareholders alike. ⌠Truthfully, I evolved into an asshole. Many of my friends disappeared as the kingâs castle collapsed. Such insights were mortifyingly obvious.
Fear is viral and has few boundaries. From the Potomac River think tankers to a microdot island village in the Solomon Sea, we are interconnected.
I wanted to enter into the mind of God in order to reach a higher consciousness and a consequent new way of being. Like a wrestling match, this can be a dirty, sweaty and smelly affair; I gained glimpses of my core rot in secret places.
We carried the roasted coffee beans back to the village of Tabuane. The orchestrated villagesâ sing-sing would be lifted to a new level of energy by a caffeine buzz never before experienced. They would taste and drink their coffee for the first time since planting began in 1963.
To my right and then quickly to the left, two warriors jumped out from behind the welcome committee, thrusting spears at my feet to signify I was welcomed. Highly stimulated, my response was typical. I almost crapped in my pants. Fiona reassured me by saying, âEverything is fine darling. The closer the spears the more you are hailed.â
The take I am talking about is a legal buyout and corruption of oneâs soul. It is an inner larceny I am referring to. Sucking up to power is part of the game. ⌠You become part of the system you were ordained, elected or hired to change.
We never conceived the community where we were helping to build a sustainable business would become jealous enough to eruptâŚ
The emotional healing has been an evolvement where we are feeling almost whole. The financial ruin is still a challenge. ⌠Even more disconcerting was to conjecture that equal love for the most part is a figment of my imagination.
Fear is a powerful conditioner and has little regard for honest conversations with oneself. Fear is the master builder. Until the threshold of pain becomes greater than the fear to change, I remain in a buoyant state.
A sardonic grin materialized in my passenger window reflection. Times had changed since those hard-charging days, and I had paid a steep price. Self-importance and the illusion of invincibility eventually ended my reign as chairman and CEO of a publicly trade company. I failed my organization deeply, hurting employees and shareholders alike. Truthfully, I had evolved into an asshole. Many of my friends disappeared as the kingâs castle collapsed. Such insights were now mortifyingly obvious.
Fiona and I must have looked like any typical motorcycling couple, out for a simple pleasure ride, but, unexpectedly, I noticed tears running down my cheeks. I glanced into my left-hand mirror and saw that she was crying too. I realized we were unexplainably connected, and I felt really goodâŚIt was magic.
We were holding hands as we walked down the coffee-garden path to our home. I glanced up as a military truck pulled up. At least a dozen uniformed men with automatic rifles piled out. The sudden pandemonium, screams, wailing, and sense of fear were overwhelming. These militant âpigsâ took over the village. We were stunned â like an avalanche or tsunami stunned. We were ill prepared for such an event. Survival skills for such a mishap were not a priority.
I did not feel courageous. I felt like crapping my pants. I was, at that moment, empathetically extending myself by not redirecting the truck back down the Kweno Mountain road. The vehicle veered to the left and missed a significant bog. The headlights erratically fell onto the faces of one hundred villagers. Standing in the dark and mist with the stoicism of granite statues, they had been waiting in silence for Fiona and me to arrive. The rain began to fall harder.
A series of out-of-body experiences (OBE) unfolded in the span of two weeks after I landed in Detroit, confirming my insanities.
About John E. Quinlan
John E. Quinlan is the founder and CEO of Growth Strategies Global LLC, an organization development consulting firm that specializes in family-founded and closely held businesses, as well as executive development, organizational change management and strategic planning.
Formerly, Quinlan was Chairman and Chief Executive Officer of a publicly traded financial services holding company. Between 1972 and 1985 he guided this organization from inception to 300 employees and $430 million in assets, and with 28 offices in 14 states.
Heâs been a leadership/CEO coach and a management consultant in the United States, and owned a fishing business in the South Pacific. He also owned Java Mama, a Certified Organic & Rainforest Alliance export coffee company in Papua New Guinea where he ran a cross-cultural business with neighboring tribes.
The seven years he spent with the Papua New Guinea business rose from the search for a different kind of life. After the humiliation of losing his publicly traded company in 1985, Quinlan began a motorcycle trek through the United States â a quest for self-discovery that led him to realize that vulnerability and honesty are the foundations for a strong character. Pulling from his experience of the past 40 years, Quinlan has written the book Tau Bada: The Quest and Memoir of a Vulnerable Man. The experiences he writes about are what give him the strategies he uses today that make him so effective as a consultant. Quinlan incorporates a strong behavioral science approach to his work, allowing him to operate from a unique philosophy that has shown proven success across the board.
His consulting experiences include: Former Governor Buddy Rhoemer of Louisiana, F. X. Coughlin Co., Acorn Windows, Cadillac Coffee, McMillan Bros, Industrial Radiant, Inc., Panell Kerr Forster, BDO Siedman, Broad Voght & Conant, Comerica, Vistage, formerly The Executive Committee (TEC) International Display Producers, Gail & Rice, Cox Hodgeman & Giarmarco, Central Detroit Warehouse, Office Pavilion Inc., Great Lakes Woodworking, Michigan Seat Company, Engineering Services Group, Inc., Detroit Art Services, C.A. Muer Company.
As the lead change consultant working with Detroit Mayor Dennis M. Archer and Freeman Hendrix, Chief of Staff, Mr. Quinlan developed the first Integrated Values Based Change Strategy Plan for the City of Detroit, encompassing 43 departments and 19,000 employees.
John Quinlan holds a BA degree in Economics from Albion College, Albion, Michigan and a Master of Science degree in Organizational Development (MSOD) from the American University, Washington, D.C. where he graduated âwith distinctionâ for his written comps in 1990.
Married to Fiona, he has three stepdaughters and resides in Grosse Pointe, Michigan and Cairns, Australia.
The post Former Detroit CEO Finds Vulnerability â and Fine-tunes His Business Savvy â in Tribal Papua New Guinea appeared first on Home Business Magazine.
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TRDâs annual ranking of the top brokerages in Miami-Dade, Broward and Palm Beach counties
(Illustration by Jungyeon Roh)
Real estate brokerages in South Florida are facing tumultuous times.
The industry is changing: Companies are being bought and sold, stocks of publicly traded firms like Realogy are falling, and disruptors such as Zillow Offers and other iBuying firms that bypass the agent are entering the market. âThere are just seismic shifts that create uncertainty,â said Beth Butler, Compassâ director of new development in the Southeast. âAnd [agents think,] âMaybe I need to move. Should I look at other things?ââ
With sales in a slump, the top brokerages in the region are playing offense, whether theyâre adding ancillary services for customers as a way to enhance profitability, or growing by acquiring smaller firms or agent groups or luring high-profile agents by boosting incentives.
âWeâre playing a game of musical chairs,â said Phil Gutman, president of Brown Harris Stevens Miami. âWeâre at a difficult time. The market is just doing so-so, and when the market is doing so-so, the agents start to look around because their first inclination is that their brokerage is the issue, instead of market conditions.â
In fact, competition between brokerages for the best talent is tougher than ever before, said Gutman and others, including Butler. Compass, which has raised $1.5 billion in capital, is largely viewed as among the most aggressive in luring agents since it launched in South Florida four years ago. It now has 800 agents in nine offices across four counties after doubling its agent numbers in just the past year.
âI donât remember this kind of environment existing at this level in the 30 years I have been doing this,â Butler said. âIt really has become an environment where top agents can shop their offers and come up with whatever suits them best.â
Indeed, top producers can catapult a firmâs sales volume. The Real Dealâs latest brokerage ranking analyzed the top residential brokerages in Miami-Dade, Broward and Palm Beach counties, based on closed sales from July 15, 2018, through June 15, 2019. TRD obtained the data from multiple sources and confirmed the sales totals with the brokerages themselves. The findings showed that in Miami-Dade, One Sothebyâs International Realty took the lead spot with $1.46 billion in volume. In Broward, Coldwell Banker Residential Real Estate led the list with $1.54 billion in volume, and in Palm Beach County, it was the Keyes Company with $1.76 billion in volume.
Recruiting top agents is a key to growth. âPeople go into the market and grow aggressively quickly, because you have to hope to make it up in volume â that is the only way to compete in South Florida,â Butler said.
To get top agents, without a doubt, money talks.
In South Florida, agents with strong production may get a range of incentives from brokerages, including upfront cash incentives, big marketing budgets, cash to offset lost commissions from changing companies, a free assistant or a year-paid assistant, office space and/or a guaranteed number of referrals, Butler said. The overall compensation package also includes high splits, which brokerages say can range from 80 to 90 percent for the agent.
It all points to a highly competitive industry, brokers say.
âBig players are pouring a significant amount of money to grow, and grow not necessarily profitably,â said Edgardo Defortuna, founder, president and CEO of Fortune International Group.
âThat creates a very significant pressure on both agents and companies,â he added. âAgent splits are at a high 80 to 90 percent for top agents, and some companies are also willing to pay a signing bonus.â
Indeed, recruiting can cause friction, and Gutman calls some firmsâ recruiting methods âquestionable.â Some have tried to recruit some of his agents, âclaiming we were for sale. We are not for sale,â he said. âMost of us that have been here in the real estate industry for the past decade have a mutual respect and donât actively poach each otherâs agents ⌠Recent firms that have infiltrated the market donât show the same respect.â
The huge splits are a short-sighted incentive, according to the president of One Sothebyâs International Realty, Daniel de la Vega.
âOnce some of these companies start to realize that they cannot be profitable giving away the house the way they do, they have to adjust to reality,â he said. âWe all have desk costs, fixed costs, and a brokerage firm simply cannot operate at a 90 percent split structure. Itâs not possible unless some of these companies start changing their split structures and offering ancillary services.â
Buying up the boutiques
While representatives from Compass say they aim to have a 20 percent market share in the region by the end of next year, other firms, too, are looking to show off their market muscle with more robust headcounts. For many, that means acquiring smaller brokerages and broker teams. One Sothebyâs International Realty, for example, is planning to make three acquisitions in the next two months, according to de la Vega.
âThey are companies that have like-minded agents that specialize in luxury,â he said, declining to disclose the firms. With the acquisitions, One Sothebyâs will go from about 900 agents to close to 1,000, he said. Thatâs in sync with its strategy to expand into new markets, boost its digital presence and improve its market share on the general side of the business as well as in new development, de la Vega said.
Similarly, firms can grow by âfold-ins,â or incorporating teams from other firms. The Keyes Company, for example, recently brought over the Coloney Groupâs 30-person team in Fort Lauderdale, said Mike Pappas, Keyesâ president and CEO. The team left Related ISG International Realty.
Fortune International Group recently brought on 10 agents from a small, independent firm, which had covered Aventura and Sunny Isles Beach. They closed their office and joined Fortune, Defortuna said, declining to name the firm.
Douglas Elliman, which now counts 1,200 agents in 22 offices in Florida, brought on David Siddons and his five-agent team from EWM Realty International in July. That same month, Elliman picked up the four-agent Cassis Burke Collection team from Brown Harris Stevens Miami. In 2014, Elliman had $300 million in sales and 100 agents; it now has 12 times the number of agents and is on track to close $5 billion in sales, including new development, this year, said Jay Parker, CEO of the Florida brokerage.
âWeâre always looking to expand into the markets that fit our strategy of being in all the markets our clients want to be in,â Parker said. âSo weâre looking at the west coast [of Florida], pockets on the east coast [of the state] â considering areas north of Jupiter, looking at Aventura and the Sunny Isles market.â
Coldwell Banker, for its part, has added such high-profile agents as Denise Rubin in Aventura, who joined Aug. 30 from Berkshire Hathaway HomeServices Florida Realty; and Judy Zeder, Nathan Zeder and Kara Zeder Rosen, who left EWM Realty International in March to join the Jills at Coldwell Banker, creating the Jills Zeder Group. Coldwell Banker has also signed leases for more space at its Miami Beach office and at an office in West Delray Beach in addition to recently expanding its Boca Raton office, said Nancy Klock Corey, regional vice president for Southeast Florida. Her region now includes 16 offices and 1,600 agents.
For a brokerage to compete today, branding is also paramount, experts say.
Though EWM Realty International sold to Berkshire Hathaway HomeServices in 2003, it was only this past June that it changed its name to Berkshire Hathaway HomeServices EWM Realty. The firm currently has 10 offices and about 800 agents in South Florida. President Ron Shuffield said the move allows the firm to better compete with large brokerages.
âWhile we have been part of the Berkshire Hathaway family for the past 16 years, EWM elected to enhance our brand by enlarging the font size of our name,â Shuffield said. âWhat that has done for us is give us immediate recognition of being aligned with major brokerages in New York and California and other places in the world, so when people see the Berkshire Hathaway name, they see that this is the same company I am seeing in these other markets.â
Coldwell Banker, too, promotes its vast presence across markets to attract buyers. âWhether they are coming from this country or outside, they see Coldwell Banker and they trust that name. They have seen it before,â Corey said.
Everything but the kitchen sink
Brokers are also trying to become one-stop shops to fatten their bottom lines. Offering clients a full-service home services operation loaded with ancillary products is increasingly considered a winning competitive strategy among local brokerages.
One Sothebyâs is in the process of creating an insurance company that will offer property and casualty coverage by the end of the year, de la Vega said.
âWeâre trying to be as vertically integrated as we can be,â he said. âItâs the way brokerages are going to survive in the future, in my opinion.â
Berkshire Hathaway already offers mortgages as well as title and property insurance, Shuffield said. Keyes offers mortgages, insurance and property management and will soon offer âpost-closingâ services like cable, internet, phone and security hook-ups and home improvement services for the seller through a partner, Pappas said.
Similarly, Compass has launched Compass Concierge, which fronts the cost of home repairs for sellers.
Taking care of agents by providing marketing support, social media and public relations support, as well as direct campaigns and linking agents to New York, are also important, said Gutman, whose firm has 187 agents in Miami-Dade and 100 in Palm Beach County.
At Coldwell Banker, agents are coached on sales skills and time management. The firm provides customer relationship and database management, and even offers top agents wealth management counseling services.
âRetention is as important if not more important than recruiting. If you do so much to bring them in, you want them to stay,â Butler said. âThe environment that you cultivate and the culture that you create is what makes people stay. Someone can be offering them more money, but if they feel that this is the place they belong, itâs the glue that keeps people there.â
Amid changing dynamics, aside from attracting and retaining top talent, the advent of iBuying and the specter of shrinking profitability are also expected to remain concerns in the industry.
âThe challenge of profitability is shared â everybody has this concern,â Butler said. âFor every dollar of commission, if you are keeping 15 or 16 cents, and youâre paying all the expenses, and rents are rising, and you have sales managers and staff, you have to grow fast to have the volume to sustain that. But you also have to identify other sources of income to supplement the brokerage income.â
The post <i>TRD</i>âs annual ranking of the top brokerages in Miami-Dade, Broward and Palm Beach counties appeared first on The Real Deal Miami.
from The Real Deal Miami & Miami Florida Real Estate & Housing News | & Curbed Miami - All https://therealdeal.com/miami/issues_articles/resi-rulers-the-top-firms-in-south-florida/#new_tab via IFTTT
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Text
TRDâs annual ranking of the top brokerages in Miami-Dade, Broward and Palm Beach counties
(Illustration by Jungyeon Roh)
Real estate brokerages in South Florida are facing tumultuous times.
The industry is changing: Companies are being bought and sold, stocks of publicly traded firms like Realogy are falling, and disruptors such as Zillow Offers and other iBuying firms that bypass the agent are entering the market. âThere are just seismic shifts that create uncertainty,â said Beth Butler, Compassâ director of new development in the Southeast. âAnd [agents think,] âMaybe I need to move. Should I look at other things?ââ
With sales in a slump, the top brokerages in the region are playing offense, whether theyâre adding ancillary services for customers as a way to enhance profitability, or growing by acquiring smaller firms or agent groups or luring high-profile agents by boosting incentives.
âWeâre playing a game of musical chairs,â said Phil Gutman, president of Brown Harris Stevens Miami. âWeâre at a difficult time. The market is just doing so-so, and when the market is doing so-so, the agents start to look around because their first inclination is that their brokerage is the issue, instead of market conditions.â
In fact, competition between brokerages for the best talent is tougher than ever before, said Gutman and others, including Butler. Compass, which has raised $1.5 billion in capital, is largely viewed as among the most aggressive in luring agents since it launched in South Florida four years ago. It now has 800 agents in nine offices across four counties after doubling its agent numbers in just the past year.
âI donât remember this kind of environment existing at this level in the 30 years I have been doing this,â Butler said. âIt really has become an environment where top agents can shop their offers and come up with whatever suits them best.â
Indeed, top producers can catapult a firmâs sales volume. The Real Dealâs latest brokerage ranking analyzed the top residential brokerages in Miami-Dade, Broward and Palm Beach counties, based on closed sales from July 15, 2018, through June 15, 2019. TRD obtained the data from multiple sources and confirmed the sales totals with the brokerages themselves. The findings showed that in Miami-Dade, One Sothebyâs International Realty took the lead spot with $1.46 billion in volume. In Broward, Coldwell Banker Residential Real Estate led the list with $1.54 billion in volume, and in Palm Beach County, it was the Keyes Company with $1.76 billion in volume.
Recruiting top agents is a key to growth. âPeople go into the market and grow aggressively quickly, because you have to hope to make it up in volume â that is the only way to compete in South Florida,â Butler said.
To get top agents, without a doubt, money talks.
In South Florida, agents with strong production may get a range of incentives from brokerages, including upfront cash incentives, big marketing budgets, cash to offset lost commissions from changing companies, a free assistant or a year-paid assistant, office space and/or a guaranteed number of referrals, Butler said. The overall compensation package also includes high splits, which brokerages say can range from 80 to 90 percent for the agent.
It all points to a highly competitive industry, brokers say.
âBig players are pouring a significant amount of money to grow, and grow not necessarily profitably,â said Edgardo Defortuna, founder, president and CEO of Fortune International Group.
âThat creates a very significant pressure on both agents and companies,â he added. âAgent splits are at a high 80 to 90 percent for top agents, and some companies are also willing to pay a signing bonus.â
Indeed, recruiting can cause friction, and Gutman calls some firmsâ recruiting methods âquestionable.â Some have tried to recruit some of his agents, âclaiming we were for sale. We are not for sale,â he said. âMost of us that have been here in the real estate industry for the past decade have a mutual respect and donât actively poach each otherâs agents ⌠Recent firms that have infiltrated the market donât show the same respect.â
The huge splits are a short-sighted incentive, according to the president of One Sothebyâs International Realty, Daniel de la Vega.
âOnce some of these companies start to realize that they cannot be profitable giving away the house the way they do, they have to adjust to reality,â he said. âWe all have desk costs, fixed costs, and a brokerage firm simply cannot operate at a 90 percent split structure. Itâs not possible unless some of these companies start changing their split structures and offering ancillary services.â
Buying up the boutiques
While representatives from Compass say they aim to have a 20 percent market share in the region by the end of next year, other firms, too, are looking to show off their market muscle with more robust headcounts. For many, that means acquiring smaller brokerages and broker teams. One Sothebyâs International Realty, for example, is planning to make three acquisitions in the next two months, according to de la Vega.
âThey are companies that have like-minded agents that specialize in luxury,â he said, declining to disclose the firms. With the acquisitions, One Sothebyâs will go from about 900 agents to close to 1,000, he said. Thatâs in sync with its strategy to expand into new markets, boost its digital presence and improve its market share on the general side of the business as well as in new development, de la Vega said.
Similarly, firms can grow by âfold-ins,â or incorporating teams from other firms. The Keyes Company, for example, recently brought over the Coloney Groupâs 30-person team in Fort Lauderdale, said Mike Pappas, Keyesâ president and CEO. The team left Related ISG International Realty.
Fortune International Group recently brought on 10 agents from a small, independent firm, which had covered Aventura and Sunny Isles Beach. They closed their office and joined Fortune, Defortuna said, declining to name the firm.
Douglas Elliman, which now counts 1,200 agents in 22 offices in Florida, brought on David Siddons and his five-agent team from EWM Realty International in July. That same month, Elliman picked up the four-agent Cassis Burke Collection team from Brown Harris Stevens Miami. In 2014, Elliman had $300 million in sales and 100 agents; it now has 12 times the number of agents and is on track to close $5 billion in sales, including new development, this year, said Jay Parker, CEO of the Florida brokerage.
âWeâre always looking to expand into the markets that fit our strategy of being in all the markets our clients want to be in,â Parker said. âSo weâre looking at the west coast [of Florida], pockets on the east coast [of the state] â considering areas north of Jupiter, looking at Aventura and the Sunny Isles market.â
Coldwell Banker, for its part, has added such high-profile agents as Denise Rubin in Aventura, who joined Aug. 30 from Berkshire Hathaway HomeServices Florida Realty; and Judy Zeder, Nathan Zeder and Kara Zeder Rosen, who left EWM Realty International in March to join the Jills at Coldwell Banker, creating the Jills Zeder Group. Coldwell Banker has also signed leases for more space at its Miami Beach office and at an office in West Delray Beach in addition to recently expanding its Boca Raton office, said Nancy Klock Corey, regional vice president for Southeast Florida. Her region now includes 16 offices and 1,600 agents.
For a brokerage to compete today, branding is also paramount, experts say.
Though EWM Realty International sold to Berkshire Hathaway HomeServices in 2003, it was only this past June that it changed its name to Berkshire Hathaway HomeServices EWM Realty. The firm currently has 10 offices and about 800 agents in South Florida. President Ron Shuffield said the move allows the firm to better compete with large brokerages.
âWhile we have been part of the Berkshire Hathaway family for the past 16 years, EWM elected to enhance our brand by enlarging the font size of our name,â Shuffield said. âWhat that has done for us is give us immediate recognition of being aligned with major brokerages in New York and California and other places in the world, so when people see the Berkshire Hathaway name, they see that this is the same company I am seeing in these other markets.â
Coldwell Banker, too, promotes its vast presence across markets to attract buyers. âWhether they are coming from this country or outside, they see Coldwell Banker and they trust that name. They have seen it before,â Corey said.
Everything but the kitchen sink
Brokers are also trying to become one-stop shops to fatten their bottom lines. Offering clients a full-service home services operation loaded with ancillary products is increasingly considered a winning competitive strategy among local brokerages.
One Sothebyâs is in the process of creating an insurance company that will offer property and casualty coverage by the end of the year, de la Vega said.
âWeâre trying to be as vertically integrated as we can be,â he said. âItâs the way brokerages are going to survive in the future, in my opinion.â
Berkshire Hathaway already offers mortgages as well as title and property insurance, Shuffield said. Keyes offers mortgages, insurance and property management and will soon offer âpost-closingâ services like cable, internet, phone and security hook-ups and home improvement services for the seller through a partner, Pappas said.
Similarly, Compass has launched Compass Concierge, which fronts the cost of home repairs for sellers.
Taking care of agents by providing marketing support, social media and public relations support, as well as direct campaigns and linking agents to New York, are also important, said Gutman, whose firm has 187 agents in Miami-Dade and 100 in Palm Beach County.
At Coldwell Banker, agents are coached on sales skills and time management. The firm provides customer relationship and database management, and even offers top agents wealth management counseling services.
âRetention is as important if not more important than recruiting. If you do so much to bring them in, you want them to stay,â Butler said. âThe environment that you cultivate and the culture that you create is what makes people stay. Someone can be offering them more money, but if they feel that this is the place they belong, itâs the glue that keeps people there.â
Amid changing dynamics, aside from attracting and retaining top talent, the advent of iBuying and the specter of shrinking profitability are also expected to remain concerns in the industry.
âThe challenge of profitability is shared â everybody has this concern,â Butler said. âFor every dollar of commission, if you are keeping 15 or 16 cents, and youâre paying all the expenses, and rents are rising, and you have sales managers and staff, you have to grow fast to have the volume to sustain that. But you also have to identify other sources of income to supplement the brokerage income.â
from The Real Deal Miami & Miami Florida Real Estate & Housing News | & Curbed Miami - All https://therealdeal.com/miami/issues_articles/resi-rulers-the-top-firms-in-south-florida/#new_tab via IFTTT
0 notes
Text
TRDâs annual ranking of the top brokerages in Miami-Dade, Broward and Palm Beach counties
(Illustration by Jungyeon Roh)
Real estate brokerages in South Florida are facing tumultuous times.
The industry is changing: Companies are being bought and sold, stocks of publicly traded firms like Realogy are falling, and disruptors such as Zillow Offers and other iBuying firms that bypass the agent are entering the market. âThere are just seismic shifts that create uncertainty,â said Beth Butler, Compassâ director of new development in the Southeast. âAnd [agents think,] âMaybe I need to move. Should I look at other things?ââ
With sales in a slump, the top brokerages in the region are playing offense, whether theyâre adding ancillary services for customers as a way to enhance profitability, or growing by acquiring smaller firms or agent groups or luring high-profile agents by boosting incentives.
âWeâre playing a game of musical chairs,�� said Phil Gutman, president of Brown Harris Stevens Miami. âWeâre at a difficult time. The market is just doing so-so, and when the market is doing so-so, the agents start to look around because their first inclination is that their brokerage is the issue, instead of market conditions.â
In fact, competition between brokerages for the best talent is tougher than ever before, said Gutman and others, including Butler. Compass, which has raised $1.5 billion in capital, is largely viewed as among the most aggressive in luring agents since it launched in South Florida four years ago. It now has 800 agents in nine offices across four counties after doubling its agent numbers in just the past year.
âI donât remember this kind of environment existing at this level in the 30 years I have been doing this,â Butler said. âIt really has become an environment where top agents can shop their offers and come up with whatever suits them best.â
Indeed, top producers can catapult a firmâs sales volume. The Real Dealâs latest brokerage ranking analyzed the top residential brokerages in Miami-Dade, Broward and Palm Beach counties, based on closed sales from July 15, 2018, through June 15, 2019. TRD obtained the data from multiple sources and confirmed the sales totals with the brokerages themselves. The findings showed that in Miami-Dade, One Sothebyâs International Realty took the lead spot with $1.46 billion in volume. In Broward, Coldwell Banker Residential Real Estate led the list with $1.54 billion in volume, and in Palm Beach County, it was the Keyes Company with $1.76 billion in volume.
Recruiting top agents is a key to growth. âPeople go into the market and grow aggressively quickly, because you have to hope to make it up in volume â that is the only way to compete in South Florida,â Butler said.
To get top agents, without a doubt, money talks.
In South Florida, agents with strong production may get a range of incentives from brokerages, including upfront cash incentives, big marketing budgets, cash to offset lost commissions from changing companies, a free assistant or a year-paid assistant, office space and/or a guaranteed number of referrals, Butler said. The overall compensation package also includes high splits, which brokerages say can range from 80 to 90 percent for the agent.
It all points to a highly competitive industry, brokers say.
âBig players are pouring a significant amount of money to grow, and grow not necessarily profitably,â said Edgardo Defortuna, founder, president and CEO of Fortune International Group.
âThat creates a very significant pressure on both agents and companies,â he added. âAgent splits are at a high 80 to 90 percent for top agents, and some companies are also willing to pay a signing bonus.â
Indeed, recruiting can cause friction, and Gutman calls some firmsâ recruiting methods âquestionable.â Some have tried to recruit some of his agents, âclaiming we were for sale. We are not for sale,â he said. âMost of us that have been here in the real estate industry for the past decade have a mutual respect and donât actively poach each otherâs agents ⌠Recent firms that have infiltrated the market donât show the same respect.â
The huge splits are a short-sighted incentive, according to the president of One Sothebyâs International Realty, Daniel de la Vega.
âOnce some of these companies start to realize that they cannot be profitable giving away the house the way they do, they have to adjust to reality,â he said. âWe all have desk costs, fixed costs, and a brokerage firm simply cannot operate at a 90 percent split structure. Itâs not possible unless some of these companies start changing their split structures and offering ancillary services.â
Buying up the boutiques
While representatives from Compass say they aim to have a 20 percent market share in the region by the end of next year, other firms, too, are looking to show off their market muscle with more robust headcounts. For many, that means acquiring smaller brokerages and broker teams. One Sothebyâs International Realty, for example, is planning to make three acquisitions in the next two months, according to de la Vega.
âThey are companies that have like-minded agents that specialize in luxury,â he said, declining to disclose the firms. With the acquisitions, One Sothebyâs will go from about 900 agents to close to 1,000, he said. Thatâs in sync with its strategy to expand into new markets, boost its digital presence and improve its market share on the general side of the business as well as in new development, de la Vega said.
Similarly, firms can grow by âfold-ins,â or incorporating teams from other firms. The Keyes Company, for example, recently brought over the Coloney Groupâs 30-person team in Fort Lauderdale, said Mike Pappas, Keyesâ president and CEO. The team left Related ISG International Realty.
Fortune International Group recently brought on 10 agents from a small, independent firm, which had covered Aventura and Sunny Isles Beach. They closed their office and joined Fortune, Defortuna said, declining to name the firm.
Douglas Elliman, which now counts 1,200 agents in 22 offices in Florida, brought on David Siddons and his five-agent team from EWM Realty International in July. That same month, Elliman picked up the four-agent Cassis Burke Collection team from Brown Harris Stevens Miami. In 2014, Elliman had $300 million in sales and 100 agents; it now has 12 times the number of agents and is on track to close $5 billion in sales, including new development, this year, said Jay Parker, CEO of the Florida brokerage.
âWeâre always looking to expand into the markets that fit our strategy of being in all the markets our clients want to be in,â Parker said. âSo weâre looking at the west coast [of Florida], pockets on the east coast [of the state] â considering areas north of Jupiter, looking at Aventura and the Sunny Isles market.â
Coldwell Banker, for its part, has added such high-profile agents as Denise Rubin in Aventura, who joined Aug. 30 from Berkshire Hathaway HomeServices Florida Realty; and Judy Zeder, Nathan Zeder and Kara Zeder Rosen, who left EWM Realty International in March to join the Jills at Coldwell Banker, creating the Jills Zeder Group. Coldwell Banker has also signed leases for more space at its Miami Beach office and at an office in West Delray Beach in addition to recently expanding its Boca Raton office, said Nancy Klock Corey, regional vice president for Southeast Florida. Her region now includes 16 offices and 1,600 agents.
For a brokerage to compete today, branding is also paramount, experts say.
Though EWM Realty International sold to Berkshire Hathaway HomeServices in 2003, it was only this past June that it changed its name to Berkshire Hathaway HomeServices EWM Realty. The firm currently has 10 offices and about 800 agents in South Florida. President Ron Shuffield said the move allows the firm to better compete with large brokerages.
âWhile we have been part of the Berkshire Hathaway family for the past 16 years, EWM elected to enhance our brand by enlarging the font size of our name,â Shuffield said. âWhat that has done for us is give us immediate recognition of being aligned with major brokerages in New York and California and other places in the world, so when people see the Berkshire Hathaway name, they see that this is the same company I am seeing in these other markets.â
Coldwell Banker, too, promotes its vast presence across markets to attract buyers. âWhether they are coming from this country or outside, they see Coldwell Banker and they trust that name. They have seen it before,â Corey said.
Everything but the kitchen sink
Brokers are also trying to become one-stop shops to fatten their bottom lines. Offering clients a full-service home services operation loaded with ancillary products is increasingly considered a winning competitive strategy among local brokerages.
One Sothebyâs is in the process of creating an insurance company that will offer property and casualty coverage by the end of the year, de la Vega said.
âWeâre trying to be as vertically integrated as we can be,â he said. âItâs the way brokerages are going to survive in the future, in my opinion.â
Berkshire Hathaway already offers mortgages as well as title and property insurance, Shuffield said. Keyes offers mortgages, insurance and property management and will soon offer âpost-closingâ services like cable, internet, phone and security hook-ups and home improvement services for the seller through a partner, Pappas said.
Similarly, Compass has launched Compass Concierge, which fronts the cost of home repairs for sellers.
Taking care of agents by providing marketing support, social media and public relations support, as well as direct campaigns and linking agents to New York, are also important, said Gutman, whose firm has 187 agents in Miami-Dade and 100 in Palm Beach County.
At Coldwell Banker, agents are coached on sales skills and time management. The firm provides customer relationship and database management, and even offers top agents wealth management counseling services.
âRetention is as important if not more important than recruiting. If you do so much to bring them in, you want them to stay,â Butler said. âThe environment that you cultivate and the culture that you create is what makes people stay. Someone can be offering them more money, but if they feel that this is the place they belong, itâs the glue that keeps people there.â
Amid changing dynamics, aside from attracting and retaining top talent, the advent of iBuying and the specter of shrinking profitability are also expected to remain concerns in the industry.
âThe challenge of profitability is shared â everybody has this concern,â Butler said. âFor every dollar of commission, if you are keeping 15 or 16 cents, and youâre paying all the expenses, and rents are rising, and you have sales managers and staff, you have to grow fast to have the volume to sustain that. But you also have to identify other sources of income to supplement the brokerage income.â
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