The agency’s Laney Hake Austin writes that the intermediary model is not broken, but it is being tested, forcing us all to focus on what actually matters and where we are adding value.
Every time the market changes, the idea that the intermediation model is breaking down emerges. It’s a simple story, but it’s wrong. This model is not failing, it is evolving.
Essentially, intermediaries exist to help agents better serve their customers. That hasn’t changed. What has changed is what meaningful support actually looks like today.
For a long time, brokerage firms have competed on scale, fee splits, and access. It worked in a time when such things were hard to come by. Today they are expected. Agents are building strong personal brands, clients have more information than ever before, and the transactions themselves are becoming more complex. In such an environment, the intermediary becomes more important, not less, but only if it keeps pace.
So what does that evolution actually look like? Here’s how The Agency is evolving.
Agents don’t need any more tools. they need more time
There is no shortage of platforms, systems and new solutions in this business. If anything, it’s too much. What agents really lack is time.
Between managing deals, marketing your listings, and getting in front of customers, even small inefficiencies start to add up. We’ve seen agents regain hours of time per week simply by consolidating a few disconnected systems, such as bringing marketing, transaction management, and client communications together in one place, and eliminating duplicate data entry across platforms. That time quickly translates into more time with clients and more deals in progress.
Brokers that get this right are focused on removing friction behind the scenes, from streamlining listings to building more focused support for marketing and operations. When these factors are aligned, agents can spend more time on the parts of their jobs that actually grow their business.
Technology supports relationships, not replaces them
There’s a lot of talk about AI and automation right now, and rightly so. These tools can make a big difference when used carefully.
But real estate remains a relationship-driven business. The goal is not to remove the human element from it. This is to strengthen it. Taking full advantage of technology can help you handle repetitive and time-consuming tasks, making your agents more present, more prepared, and more responsive to clients.
At the same time, technology is only part of the equation. A strong brokerage should actually provide agents with a platform to build and grow their business, with marketing and operational support, a well-known brand, and access to the kind of infrastructure that is difficult to replicate on your own.
At The Agency, this includes a global platform and brand presence built over time, including significant visibility through media and television, and a full team supporting agents behind the scenes. Technology can help improve efficiency, but ultimately it’s the combination of people, platform, and brand that allows agents to perform at a higher level.
That’s where the true value appears.
Access alone does not move the needle.
Most agents already have access to more tools than they know what to do with. The gap is not access. It’s the implementation.
That’s why training is just as important as the technology itself. We’ve spent a lot of time looking at how these tools fit into agents’ business operations, from creating the first draft of marketing materials to organizing client outreach to simplifying listing workflows. Equally important, we’re investing in training so our agents understand how to actually integrate it into our business. This is because if it is not used, it has no value.
Culture still matters more than people think
Despite the focus on systems and technology, culture remains one of the biggest differentiators at brokerages.
Agents want to be part of something that helps them grow. It means you have access to people you can learn from, leadership that is present, and a level of collaboration that you don’t necessarily see in a competitive industry.
This is where global networks really come into play. It’s not just about scale, it’s about creating real points of connection through forums and leadership summits, or initiatives like Global Cleanup Day, where we continue to invest in bringing agencies together, sharing ideas and building relationships across markets. These moments create a level of collaboration that transcends a single office or city.
At the same time, in an era of consolidation, personalization and a boutique feel for brokerages are more important than ever. Agents don’t just want to be part of a large organization. They want to feel seen, supported and connected within it. Balancing that global reach with a more customized, relationship-driven experience will ultimately strengthen both culture and performance.
Such an environment does not arise by chance. It takes consistency, and that shows up in your daily life more than what you can put in your pitch deck.
One model no longer fits all
The idea that a single organization can serve every agent at every stage of their career no longer holds true.
Some agents are looking for more hands-on support. Some people want more autonomy. Most people want a combination that evolves over time. The securities companies that will continue to lead in the future will be those that can respond flexibly without losing their characteristics.
The mediation model is not broken, but it is tested. That’s not a bad thing. It forces all of us to become more clear about what actually matters and where we add value.
The future of brokerage is not about reinventing the wheel. It’s about being more intentional about how we support our agents so they can provide a better experience for their clients.
