Keller Williams Outfront Magazine - Online Edition

VOL.13.3 2016
is generating new business while still
spending smart. p.9
MARIA BELEN AVELLANEDA

JOHNDAVIS CHRISHELLER
CEOPRESIDENT
In “traditional” real estate, business slows during the
winter months. Agents let up on the activities that
generate big results. They accept lower production …
because that’s what traditional real estate has taught
everyone to expect.
A similar groupthink affects how agents approach a
market SHIFT. They content themselves with lower
production because they’re convinced that’s all they
can get.
The best agents succeed year-round. They not only
survive market downturns … that’s when they
thrive! They recognize Q4 and Q1 as opportunities
to differentiate themselves from the competition.
They see market corrections as openings to expand
market share … and fund bigger lives for their
families.
The Keller Williams Career Growth Initiative (CGI) is
a powerful tool to offset these stubborn myths. And
in this issue of OutFront, we present the stories and
success strategies of some of the world’s top real
estate agents. Because we’re committed to helping
you grow your business and gain your unfair share.
You’re in charge of your business … not the people
who perpetuate these myths about traditional real
estate. Commit to the CGI and its tools … and watch
your production and profits expand!
F R O M
Y O U R
L E A D E R S H I P
OWN Q1
GOALS WITHIN REACH
Associates share how the CGI tools are getting
them closer to reaching their big goals.
PROFIT DASH
Modeled after the MREA
and integrated with KW
systems, ProfitDash puts
profit in your pocket.
4
8

VOL. 13.3 2016
BIG MOVES
AND NEW HEIGHTS
Claudia Restrepo credits KW MAPS Coaching
in part for her success earning the top spot on
the NAHREP 250 list.
DEEPEN YOUR TALENT BENCH
Learn how Career Visioning and the KPA
are helping associates find the right talent
for their team.
14
18
7 McCLAIN HERMES DID IT!
Daughter of KW associate reaches goal and competes in 2016
Rio Paralympics.
9 SPEND WITH PURPOSE
Maria Belen Avellaneda shows how to deliver VIP service while
keeping expenses in line.
12 KW WORLDWIDE EXPANDS TO 4 NEW REGIONS
Welcome KW France & Monaco, Israel, Nicaragua and Poland to the
KW Worldwide family.
16 MASTER BUILDERS
The Growth Initiative puts the Overland Park (Kan.) market center on
track to a billion in production.
20 HEAD-TURNERS
A look at some top producers who recently joined Keller Williams and
why they joined the winning team.
24 DEFY SEASONALITY
Kim Ziton of Woodbury, Minn., shows how she keeps business warm
all winter long.
27 ECONOMIC UPDATE
Your expense management and budget questions answered.
29 KW CULTURE IN ACTION
Associates responded with open hearts and helping hands to assist
those affected by the devastating Louisiana flood.
CONTENTS
Look for associates launching their goals with KW MAPS Coaching.
KW MAPS Mastery
Coaching Client
BOLD Graduate

CGI TOOLS By Shelby O'Neill
Fueling Big Whys
Being able to break down big goals into daily activities,
as well as gaining insight into where an agent is today
and where they expect to be tomorrow is the power of
the CGI. “That’s really the highlight of the CGI tools
– to see what that progress looks like over the next 12
months and what the daily activities are that have to
happen to achieve the maximum results in the shortest
amount of time,” KW mega agent Kelly Hager says.
Prior to the CGI tools, Hager relied on spreadsheets
to track her success, so having everything in one tool
simplifies it. Associate Tom Basler agrees.
“To try to arrive at the same answers, it took
spreadsheets and several other things to compile all this,”
Basler says. “This gives us a very easy snapshot, where
you plug in your goals and it tells you what needs to be
GOALS
W I T H I N REACHOn July 11, 2016, the Career Growth Initiative (CGI) rolled out and, in less than 60 days,
more than 110,000 associates met with their market center leadership to set up their production
goals and unleash unlimited potential. Here’s what some associates had to say on how the CGI
tools and conversations are helping them fund big lives and build big businesses.
SUCCESS IN
ACTION
MARKET CENTER
SHERYL
DESKIN-
HESSLER
“It makes it simple,” she says. “It
breaks down everything to specific
appointments needed to attain the
GCI you’re looking to earn. By
understanding these numbers, it’s
allowed me to focus on what I do
best and stay in my 20 percent.”
Growing Top Teams
Not only do the CGI tools help
associates reach their big goals
and fund their big lives, they are
attracting top talent to growing
teams.
“We added eight new team
members this month and have
MCA KATHY SENSING
LAUNCHING CGI WITH
ASSOCIATES IN THE
CLARKSVILLE (TENN.)
MARKET CENTER4 VOL.13.3 2016
done. It’s another tool to allow us
to run this as a business.”
For associate Sheryl Deskin-
Hessler, the tools make it easy to
focus on what’s really important.

PRODUCTION
16 people joining us next month,”
Hager says. “We’ve found that
having these tools enables us to
attract higher producers to our team
because they see that we’re very
systematic and there’s a method
to help them build a big business.
Because of the models, systems and
tools, you can take your talent from
potential talent to emerging talent.”
Shift-Proofing Businesses
Associate Dawn Krause points to
the coming shift as another reason
why the CGI tools are essential.
“People are looking to get off the
real estate rollercoaster and want
to be able to run their business as
a business,” Krause says. “We see
people struggling as the shift is
KELLY
HAGER
coming again, but whether we’re
shifting or not, predictability in a
business is critical. It’s just more
top of mind when we’re shifting
because people are coming from
fear. These tools can help them
overcome that fear.”
With the shift approaching, the
CGI tools provide an avenue to be
proactive.
“With most agents, by the time
they realize they’re behind on
goals, it’s too late,” Basler says. “For
example, if I’m four months into it,
I can never catch up, but the CGI
tools keep it in front of me daily,
weekly and monthly. I know by the
end of the week if I met my goals.
It’s a constant reminder.”
Those constant reminders are
already paying dividends for the
agents implementing the tools.
“I’ve more than doubled my
volume from $12 million to $25
million for 2016 and expect more
of the same in the future,” Deskin-
Hessler says. “Being a member of
the ALC has me aware of the multi-
year trend and running my business
like a business with clear goals and
a budget. Being held accountable to
my team makes a huge difference in
how we do business.”
Building Big Businesses
In addition to assisting agents with their individual
businesses, the CGI tools help the team achieve its
larger goals.
“If everyone on our team is tracking their own goals
and reporting them, and if our team goal is $125
million, we can see if we have enough people to meet
the team goal,” Basler says. “If we’re not getting there,
it’s a clear indicator that we need to make adjustments.”
At the end of the day, the CGI tools provide the
accountability necessary to ensure agents can live out
their Big Why.
“For me, it’s about financial freedom,” Hager says. “It’s
being able to retire in the next five to 10 years, because
I think wealth comes from money and also from
experiences and buying back time. These tools are going
to allow me to get to my goals more quickly because
I’m working smarter, not harder. Then I can go and do
the second half of my life in retirement and help other
people.”
5
When the CGI tools launched in July
2016, MCA Kathy Sensing and her
staff were ready – down to their
#MyCGI T-shirts. Three workshops
were scheduled, during which agents
set goals and received copies of their
Trend and LORE reports.
“The agents were very excited we had
provided something of value to them,”
Sensing says.
Through breakfasts and ice cream
socials, Sensing worked to meet a goal
of 80 percent of her market center’s
agents using the tools before Mega
Camp, and she achieved it. Along the
way, big breakthroughs came in one-
on-one conversations.
“One of my agents brought me to tears
when he told me that by setting his
goals and focusing on the CGI, he
realized he needed to lead generate,”
Sensing says. “He is now in KW MAPS
Coaching. These tools have helped him
tremendously and his production is
increasing.”
Each Monday, agents attend weekly
calls before group discussion.
“Sometimes agents lose focus on what
they need to do to keep the momentum
going to achieve the goals that are
needed to fund their life,” Sensing says.
“They will have great months and not-
so-great months, and they worry about
what they need to do. With the CGI
tools, it shows them exactly how many
appointments, listings and buyers they
need to keep their production up.”
TOM BASLER &
DAWN KRAUSE

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7
CULTUREMCCLAIN HERMES ATLANTA, (GA.)
By Catherine O’Donnell
TURNING
DISABILITIES
INTO
ABILITIES
The daughter of Keller Williams as-
sociate Matt Hermes, of the Atlanta
– Sugarloaf (Ga.) market center,
McClain Hermes first delighted
the Keller Williams family in 2015
when she appeared onstage during
Inspirational Brunch at Family
Reunion in Orlando, Fla., to share
her inspirational story and reveal a
big goal.
McClain is a competitive
swimmer – the top-ranked
American swimmer in her category.
She told the audience that day at
Family Reunion that her goal was
to make the 2016 U.S. Paralympic
Swimming Team and she did it!
McClain competed in three
events: the 100 Breaststroke, 400
holding 16 American records, 2
Pan American records and 1 World
record in swimming – the World
record being in the 1500 Freestyle,
Class: S12.
Her degenerative disability
doesn’t define her – what she is
doing with her life does. And this is
exactly what she wants you to know
about her.
What does McClain plan to do
when she returns from Rio? “2020
Paralympic Games in Tokyo! I got
back from Rio on the 19th and on
Sept. 20 I began training for Tokyo,”
she says.
In a typical week, McClain Hermes will train 9 - 12 times. “My life is
swimming, training, classes, eating and sleeping.” – McClain Hermes
McCLAIN HERMES
Freestyle and 100 Backstroke. During one race, her
goggles lost suction and filled with water, but that
didn’t stop her. “It’s not like I could have stopped to fix
it, so I just swam through it. I didn’t let it stop me or
slow me down,” she says.
Born with a love for the water, McClain began
swimming when she was 4 years old. She started
losing her vision when she was 8 years old. As of today,
McClain has undergone four emergency eye surgeries
due to retinal detachments and is now completely blind
in the right eye and has only a 5-degree field of vision
in her left, with a corrected acuity of 20/600. McClain’s
doctors expect her to be completely blind within six
months to a year.
But that hasn’t stopped her from being anything less
than amazing.
McClain fulfilled her lifelong goal of representing the
U.S. Paralympic swimming team in Rio in September
2016. She was the youngest team member and went

8 VOL.13.3 2016
“If you don’t understand numbers,
you are going to give money away,”
Gary Keller said at Mega Camp
2016, during the panel discussion
entitled “Managing Your Money
for Success.” During the panel,
Keller along with Jay Papasan,
executive editor and vice presi-
dent, KW Publishing, and Garrett
Lenderman, lead researcher and
writer, KW Publishing, discussed
the importance of expense manage-
ment and what agents can do to
keep more money in their pocket.
It starts with knowing how much
money is going out compared to
how much is coming in.
Profit Tracking
The MREA Economic Model is
a simplified model that can help
agents increase profit. And now
with ProfitDash, there is a mobile
app to help with the process of
expense management and profit
tracking.
PROFIT
IN YOUR POCKETModeled after The Millionaire Real Estate Agent (MREA) and integrated with KW internal systems,
ProfitDash is KW associates’ trusted source for tracking their expenses and profit.
A Clear Financial Picture
Keller Williams associates can now
use their smartphones to track their
current and potential gross com-
mission income, as well as estimate
taxes and expenditures – giving
them a clear picture of their finan-
cial status. Unlike other expense-
tracking tools, ProfitDash syncs up
with the agent to track bank activ-
ity, mileage and even time, offering
real-time financial reporting.
“I love that it syncs with my car to
automatically log my mileage,” KW
associate and productivity coach
Nick Chaconas of Bethesda, Md.,
says. “ProfitDash is a great tool for
calculating my net profit for each
transaction.”
TECHNOLOGY
“To me, whenever I
got a dollar, instead of
upgrading my lifestyle, I
reinvested, reinvested,
reinvested.” - Gary Keller
First, understand true profit and what to track. Profit
starts with leads, which lead to appointments that result
in listings sold and commission earned. Along the path
there are business expenses and taxes, which when
subtracted from commission earned equals true profit.
In addition to tracking listings profit, ProfitDash
offers KW associates a current look at their profit share
earnings right on their phone.
“To understand our net profitability, usually
bookkeeping resources are needed, but now there is an
app I can have on my phone,” KW associate Brandon
Green of Washington, D.C., says. “It tracks my income,
expenses, time, mileage and even pulls my listing data
and profit share information from KW systems.”

9
W I T H
SPEND
EXPENSE MANAGEMENTMARIA BELEN AVELLANEDA NYC-MANHATTAN
MARIA BELEN
AVELLANEDA
PURPOSE
In New York City’s fast-
paced, high-stakes real
estate market, Keller
Williams associate and
KW GPS member Maria
Belen Avellaneda of the
NYC-Manhattan market
center understands the
importance of delivering
top-notch VIP customer
service while managing
expenses.

10 VOL.13.3 2016
Spending With a Purpose
“Success comes with hard work,
time, discipline and integrity, and
education and good manners are
paramount,” says Avellaneda, who
resides on Manhattan’s Upper West
Side and has called New York City
home for the last 10 years. “I build
and cherish relationships beyond a
single transaction.”
She also keeps herself highly
informed about what is happening
in the rest of the world and the
economic forecasts for certain
regions. “And I target my clients
accordingly,” she says. China is
one area she keeps close tabs on,
and currently, she has her eye on
developing contacts in India.
When it comes to managing
expenses, Avellaneda is strict – she
only spends with an investment
purpose. She’ll analyze each client
and their seriousness to buy or sell.
Those who are serious price the
properties correctly and follow her
advice, she says, and real buyers also
act fast, have their paperwork in
order and are ready to proceed. She
spends much more money – and
time – on that type of client, she
says. She also targets spending
on areas that truly matter to her
clientele.
“Many of my best clients are
extremely wealthy, but very low
profile,” says Avellaneda. She works
with ultra-high-net-worth family
MARIA BELEN AVELLANEDA NYC-MANHATTAN By Deborah Blumberg
Economics During a Shift
With a background in finance
and economics, Avellaneda is well
aware that economic data points
to a possible downturn in the real
estate market. However, rather
than arbitrarily slashing her spend-
ing, she plans to focus on generat-
ing more business by “spending
smart,” an approach to expense
management she believes can help
agents maximize their profits as the
market shifts.
“I spend more on loyal clients,
returning clients and people
coming from strong referrals,” says
Avellaneda, a Keller Williams
associate since 2013. “It’s very
important to spend smartly. Don't
throw away resources without a
specific purpose.”
That approach, along with
carefully cultivating client
relationships, making herself
available to her clientele 24/7, and
keeping up to speed on economic
developments and trends, has led
to an incredible year so far for
the Argentina native. Her closed
volume through June 2016 came
in at $64.6 million, nearly five
times her $13.2 million total closed
volume for 2015.
This March alone, she executed
a 1031 exchange for a family office
that topped $34 million, selling
an Upper East Side condominium
for $23.1 million, and using the
proceeds to purchase another one
for $12.9 million. She carried out
the exchange in a single week. A
1031 tax exchange allows investors
to defer taxes by selling and
reinvesting in a similar asset.
W I T HS P E N D
PURPOSE

11
offices, helping them build their real estate portfolios to
protect capital and maximize returns. “They don’t need
fancy parties or dinners, but they want to make sure I
invest in the marketing, people and technology to sell
their properties.”
A couple of her worthwhile larger spends include
hiring private drivers to ferry her ultra-high-net-worth
clients between luxury properties in Manhattan, and
strategically advertising where she will reach her target
market.
Avellaneda regularly advertises her services in top-tier
publications that target affluent buyers and sellers,
like The Wall Street Journal, where a single ad can cost
$15,000. And it’s not uncommon for her to shell out
the cash for a 10-hour flight abroad for one hour-long
client meeting.
VIP Service
One of Avellaneda’s keys to success is making sure her
clients have a top-notch team to help ensure their deal
will go through and that they spend successfully – at-
torneys, appraisers and designers. She’ll also go above
and beyond for clients, helping to make their time in
New York City more comfortable, and accommodating
the schedules of clients who live abroad.
She’s developed relationships with local hotels in New
York and helps secure competitive rates for her clients.
More than once, she’s arranged a private charter jet for
a client she needed in Manhattan immediately to see a
property. It’s also not unheard of – with clients residing
across the globe – for Avellaneda to take a call at 2 or
4 a.m. She works long hours, and she prides herself on
hard work.
“I’m fortunate to work with some of the wealthiest
businesspeople on earth,” Avellaneda says. “They’re
smart and demanding, so I need to provide outstanding
service always.”
A Passion for Investments
On a typical day, Avellaneda could find herself poring
through a stack of International Monetary Fund or
World Bank reports piled on her desk and checking the
latest economic data on Bloomberg. Later, she might
meet a client to see a property or walk through a New
York neighborhood to help them assess the pros and
cons of buying in the area. If time permits, she may
meet her investment banker husband and 13-month-
old daughter for lunch before jetting off to her next
appointment.
“My baby daughter and my husband are a constant
support, and are key to my success,” she says.
Prior to Keller Williams,
Avellaneda worked as a senior
adviser to multi-million dollar
family offices, governments and
multilaterals. She was a consultant
for the World Bank and the U.S.
Department of the Treasury, and
worked at the Inter-American
Development Bank and Banco
Provincia in Argentina.
“That gave me access to an
incredible network of relationships,”
she says. She came to the Big
Apple from Argentina to pursue
her master’s degree at Columbia
University in international finance,
economics and quantitative analysis.
But her interest in the market
started long before grad school. Real
estate is in Avellaneda’s blood. Her
family has invested in real estate
in New York and Latin America
for the last 30 years, acquiring
luxury properties in Manhattan’s
most exclusive neighborhoods and
residential properties and hotels
abroad. “We’re very passionate
about investments,” Avellaneda says.
EXPENSE MANAGEMENT
Keller Williams Realty’s
Global Reach
For Avellaneda, Keller Williams
Realty has been a huge support
over the last several years, she says,
providing her with an excellent
platform to help her grow both
professionally and financially.
She joined the Keller Williams
Global Property Specialist (GPS)
program after her team leader
suggested it, and has found the
program offers excellent tools,
especially for presenting pitches
to potential sellers. Through the
program, agents network with like-
minded colleagues, receive special
training and get access to best-in-
class technology platforms.
Through the program, Avellaneda
has gained invaluable exposure to
other brokers and an international
platform. “And as more and more
agents use the platform, the more
powerful it will become,” she says.
“With Keller Williams, I feel
I can run my own business and,
at the same time, I know I have
management support when needed,”
says Avellaneda. “I also love that
the company is becoming more
and more global and that there’s
potential referral business related to
that globalization.”
Recently, Avellaneda traveled to
California to attend a client’s wedding.
With her priority on building and
maintaining relationships, she finds
she’s often included in her clients’ life
events. “Being part of people’s lives
and leading them toward happiness is
extremely rewarding,” Avellaneda says.
Avellaneda says she can’t imagine
doing anything else but real estate.
She loves meeting high-caliber
executives, learning from company
owners, and helping families to find
their dream homes.
“It’s very important to
spend smartly. Don't
throw away resources
without a specific
purpose.”

12 VOL.13.3 2016
At Mega Camp 2016, Keller Williams
announced with much fanfare that
it increased its international agent
count more than 38 percent, adding
more than 810 new agents across 88
overseas offices.
“In 2016, we have continued our
historic rate of growth internationally,
adding 27 new real estate offices,” said
Bill Soteroff, president, Keller Williams
Worldwide, the international division of
Keller Williams.
FRANCE &
MONACO
KELLER WILLIAMS
EXPANDS INTO...
KW FRANCE, MONACO, ISRAEL, NICARAGUA AND POLAND
ISRAELDuring the State of the Company
presentation on Aug. 9, Soteroff
also announced the addition of
Keller Williams’ first franchises in
France, Monaco, Israel, Nicaragua
and Poland.
“As we add our newest countries
and regions into our KW family,
we’re extremely proud of the
momentum underway surrounding
our franchises across the globe,”
said Soteroff.
Outside the United States and
Canada, Keller Williams Worldwide
is now home to 2,921 international
agents across the 29 countries
and regions it has to date awarded
master franchise agreements.
KW France and KW Monaco
Keller Williams has signed a
master franchise agreement to
open initial offices in France and
Monaco. Jérôme Fabre will serve as
the regional operating principal of
Keller Williams France and Keller
Williams Monaco.
Along with a strong team
of business and investment
principals, Fabre will oversee the
implementation and expansion of
Keller Williams’ proven systems,
models and agent-centric culture
within the new region.
“The Keller Williams systems,
models and training will foster
big change in France and
Monaco, increasing the level of
professionalism for real estate
agents,” says Fabre. “With
transactions currently up, prices
stable and rates very low, it’s an
optimum time to introduce Keller
Williams as people are craving
something new.”
KW Israel
In Israel, Regional Operating Prin-
cipal Amos Naim has amassed a
strong team of principals to imple-
ment and manage ongoing opera-
tions, as well as stage future office
openings. An industry veteran,
Naim is the founder and CEO of
NMH Group, a real estate holding
and management company.
LEFT TO RIGHT: STEPHAN MEYER, JÉRÔME FABRE,
CARINE DESPEYSSE, CHRISTOPHE DESPEYSSE
LEFT TO RIGHT: ILAN BRACHA, RUSSELL PUTTERMAN, ADAM SHUV,
HAIM BINSTOCK, CHRISTOPHER ABBRUZZESE, AMOS NAIM

13
NICARAGUA
POLAND
WORLDWIDE
“The brokerage profession in Israel is not as
appreciated as it can and should be,” says Naim.
“Currently, 4,000 people a year take the broker exam
in Israel, yet less than 10 percent stay in the business.
There is a strong need for real estate coaching and
training to teach real estate professionals how to operate
businesses and grow long-term careers.”
“And, we’re going to mature the market with Keller
Williams’ models and systems,” says Naim.
KW Nicaragua
Led by Regional Operating Principal Roberto Serrano,
the Keller Williams franchise in Nicaragua is also
currently initializing operations in 2016. Together with
his robust team of principals, Serrano is scheduling the
first office launch and overseeing the recruitment of
agents to take leadership roles.
“An emerging market, Nicaragua continues to
produce increasingly strong opportunities for real estate
investors across the U.S. and the globe,” says Serrano.
“The Nicaraguan economy has grown 4 to 5 percent
consistently over the past seven years and tourism is also
growing at more than 6 percent a year.”
“We chose Keller Williams as the franchise’s vision
and mission just clicked with how our family has
already chosen to conduct business for decades inside
the country.”
KW Poland
Keller Williams has signed a master franchise agree-
ment to open initial offices in Poland. Led by Regional
Operating Principal Krzysztof Kraicziczek and a strong
team of principals, KW Poland has already scheduled
its first real estate office launch and is actively recruit-
ing agents and for corporate leadership roles.
“Currently, the quality of the experience provided by
the real estate profession in Poland has been decreasing,”
said Kraicziczek. “With Keller Williams, we will have
high-quality business and real estate training to raise
the quality and ethics in our industry.”
“We also plan to launch each new real estate office
with a commercial real estate division to leverage the
current trend of corporate relocations to Poland,” says
Kraicziczek. “We fully expect commercial real estate
deals to encompass approximately 10 percent of local
office profits.”
KW Worldwide Outlook
Keller Williams Worldwide is currently exploring
further expansion opportunities across Central and
South America, Central and Eastern Europe and
throughout Asia.
“In business development conversations, our focus
remains solely on choosing the right people to lead
Keller Williams’ franchises worldwide. On average, we
spent more than eight months in extensive training
before officially launching a franchise. It is a complex
process for a reason as each new leader becomes the
standard-bearer in their country,” says Soteroff.
Core criteria for new franchises starts with having
a qualified leadership team grounded in the Keller
Williams culture; the company also strives for
government, banking and judicial system stability and a
higher maturity level for a real estate market.
LEFT TO RIGHT: KAMIL TOMALA, PATRYK SIWY,
KRZYSZTOF KRAICZICZEK, KRZYSZTOF SOBOTA
LEFT TO RIGHT: ALDO SERRANO, ROBERTO SERRANO, MARIA
AGUSTINA CASTILLO, MIGNON HOOPER, RONALD CUADRA,
ANGELA VICTORIA, ROBERTO SERRANO JR.

14 VOL.13.3 2016
In 2016, she became the first
woman ever to reach the No. 1
spot on the National Association of
Hispanic Real Estate Professionals
(NAHREP®) Top 250 list.
The American Dream, Realized
Restrepo’s story is one of persis-
tence, courage and determination
in reaching the “American dream.”
After making her way to Spokane,
she immediately began taking
classes to learn English, picking
it up quickly by practicing with
her roommate and other English-
speaking friends. Soon, she landed
a job as a bank teller. She was on
her feet for eight hours each day,
NEW
HEIGHTS
BIG
MOVEST O A C H I E V E
CLAUDIA RESTREPO SPOKANE, (WASH.) By Gwen Moran
processing transactions and counting money, because
the bank didn’t permit tellers to sit down. Restrepo
was paid $800 per month.
Soon, she began to look for other opportunities. She
had worked for a real estate professional in Colombia,
prospecting for rentals, so she decided to earn her real
estate license. Shortly after doing so, she noticed a
customer wearing a KW shirt in her bank branch. One
of her fellow employees knew about her real estate
CLAUDIA RESTREPO
FIRST WOMAN TO EARN
THE NO. 1 SPOT ON THE
NAHREP®
TOP 250 LIST
4
Give Claudia Restrepo a goal and it’s a good bet that she’ll exceed it. Now an agent with
Keller Williams Realty Legacy Group in Spokane, Wash., and operating principal (OP) at the
Coral Gables-Coconut Grove (Fla.) office, Restrepo arrived in the United States from Colombia in
2003, alone and not speaking a word of English. Within five years, she built a successful mega
agent team in the Spokane market, closing $72.9 million in transactions in 2015.

15
aspirations and urged her to speak
to the customer.
“Somebody told me, ‘You should
go there because they teach you,’”
she recalls. “I talked to the guy, and
he invited me to join him. I didn’t
do any research; I joined his team as
a buyers agent on day one. Within
six months, I knew this was what I
wanted to do – I eventually wanted
to open my own team.”
In 2007, she opened The Legacy
Group with a partner. And then the
market crashed.
While it would have been easy to
panic, Restrepo says that didn’t even
enter her mind. Instead, she kept
her focus, and managed to close
120 transactions in the first year.
But roughly 80 percent of those
transactions were buyers. If she was
going to grow The Legacy Group
the way she intended, she knew she
had to change the ratio to include
more sellers. She and her partner
invested in marketing, especially
radio advertising, and she hit the
phones every day, becoming the
“expired listing queen” – calling the
owner of every expired listing she
could find, she says.
Doing What Works
For the first two years, her en-
tire world and most of her time
revolved around building her team.
The marketing and prospecting
were working, but Restrepo real-
ized she needed help in helping
her team grow and turned to KW
MAPS Mastery Coaching.
She hired a KW MAPS Coach –
a move to which she credits much
of her success. Her coach helped
her do everything from setting up
systems to learning how to find
and hire the right people. In addition, he helped her
identify her own strengths and weaknesses so she could
use or address them to grow her team. She stayed in
close contact with her coach, ensuring that she followed
the KW systems to a tee to facilitate the growth of
her team. Now she was driven to support her team,
whatever it took. Her goal was to reach the 7th Level
within five years, but she says her team was ready by
their third year.
Even as her business grew, Restrepo began thinking
about moving closer to Colombia. She had been
involved in Keller Williams Realty International’s
operations in Colombia and wanted to be able to
return to her homeland more easily than she could
from Spokane. To see if her team was ready to operate
without her, she began taking two weeks off, or just
going into the office two days a week. She was able to
take off three months, and the systems worked without
her. It was time to find her replacement to lead the
24-person team.
She worked closely with her coach to find just the
right person. After extensive interviewing to ensure
their work styles and goals were aligned, Restrepo
made an offer to John Graham in April 2012 – seven
months before her goal date. At first, the transition had
its growing pains. She still went to the office every day
and found herself managing the team and still doing
everything she hired Graham to do.
“I would tell him what he was doing wrong, and he
would say, ‘Look, Claudia. You hired me to do your
job, but when you come in here, you’re doing your job,
so there’s nothing for me to do,’” she says. Now, they
laugh about it.
"I credit much of my
success to my KW MAPS
Coach who helped me do
everything from setting
up systems to learning
how to find and hire the
right people."
COACHING
Restrepo moved to the Miami
area and worked remotely to help
Graham get up to speed, traveling
back periodically when necessary.
Shortly after her relocation,
Restrepo met the team leader of
the Coral Gables-Coconut Grove
market center, who wanted to get
back to doing what she did best –
selling homes.
Restrepo knew she needed a
strong candidate to fill the team
leader role. She interviewed people
for two months until she found
Maria Elena Arias and offered her
the position. Within three years, the
market center has grown to more
than 350 agents, distributing more
than $250,000 in profit share. Its
reputation attracts mega agents
and icons, doing the same things
that have worked before: finding
good people, prospecting regularly,
investing in marketing, and
working with the KW systems.
Even with all of her success,
Restrepo says that when she
submitted her information to be
considered for the NAHREP® list,
she thought she would land in the
top 10. Finding out that she was
the first woman to top the list was
confirmation that she was doing the
right things for herself and her team.
“You cannot take this as a job.
You got hired as CEO of your own
business, and you should show up
at 7:30 in the morning and leave
when the work is done,” she says.
“This business is fantastic, but you
have to put in the time. It doesn’t
happen overnight. You’ve got to be
ready for it.”

16 VOL.13.3 2016
Looking through the market
center’s trends and reports, Lucas
Sherraden, CEO and team leader,
points out the exact month they
implemented the Growth Initiative.
“It’s obvious,” he observes. It is clear
that by embracing the program ear-
ly and quickly, they have mastered
it. When the Overland Park market
center first began to use the tools of
the Growth Initiative in 2012, they
were at $212 million in production,
and now, at the end of September
2016, they are at $960 million and
well on their way to more than $1
billion by year’s end.
With those impressive results, it
is not surprising that the Overland
Park market center has increased
market share in the state of Kansas.
MASTER BUILDERS OVERLAND PARK (KAN.) By Celesta Brown
Leaders at the Overland Park market center in the Kansas City, Kan., metropolitan area
unanimously point to early adoption as a key to the success they have had with the Growth
Initiative. When they understood and then fully embraced the program, which helped them speak
agents’ language, they saw immediate results.
FROM LEFT TO RIGHT:
LUCAS SHERRADEN, PAM HENDRIX,
ADRIENNE USHER AND STEVE JOHNS
LAYING DOWN
THE RAILS
The Growth Initiative
Puts Overland Park on
the Track to a Billion in
Production
Steve Johns, operating principal,
credits Sherraden with what he
calls “real growth.” “When our team
leader bought into the systems and
models of the Growth Initiative and
focused on the proven activities that
drive that growth, we grew in agent
count and in market share.”
Johns says it is the Language of
Real Estate (LORE) that attracts
agents who want to be a part of
the No. 1 brokerage in Kansas
City. Pam Hendrix, ALC member,
agrees with the power of intentional
conversations, “Lucas and the
staff have created a culture of
productivity where agents and team
members all speak one universal
language. There is no room for or
attention given to low-minded
BUILDERS
MASTER
conversations. The focus of the discussions in the
office are around leadership, growth, listings, market
share, skills, preparing for the shift and giving back. At
our ALC meetings, where anyone can attend, Lucas
and Mindy Gaines, our assistant team leader, model
how the Four Conversations are properly utilized.
Mindy stands at the white board and Lucas leads the
coaching discussion through the Four Conversations,
which are used to evaluate our actions and outcomes.
In addition, at every team meeting Lucas is sharing
how we are competing in the market as well as talking
points, which we as agents can carry forward to listing
presentations.”
The leadership team hosts weekly classes to promote,
teach, train and communicate the goals and methods
of the Growth Initiative and to encourage 100 percent
participation and implementation.
The steady and sizable growth solidifies Overland
Park’s value in the market and validates a seller’s
decision to work with an agent in the office. Top

17
Pam Hendrix: The CGI tools give us the field to run on and
the play to run. We know where we are at all times and
what is needed to reach our goal. We are focused, looking
ahead and working to accomplish the activities of today.
The CGI tools keep us off the real estate roller coaster, and
they give us consistency and fund our Big Why.
These tools provide us with a windshield view of what is
to come and a rearview mirror view to show us where we
have been. The CGI tools are an essential wall of value
when coaching and leading our team to achieve each
person’s Big Why. A combination of Ignite, BOLD, the CGI
tools, KW MAPS Coaching, BOLD, a multitude of KW MAPS
Group Coaching programs, and a stellar market center
leadership team have all helped us grow and develop into
the business that we have today.
We are grateful to be leading a life truly by design and
helping families and other agents achieve their goals along
the way. Together everyone achieves more, right?
Adrienne Usher: We had our first workshop on the
day it launched and had a full house! And we didn't
stop that momentum. Because of the success of the
Growth Initiative, we knew the immediate impact it
would have on our associates' businesses.
They were ready to embrace it because it is the way
we do business. Our commitment to the systems
and models of this company gives them confidence
in a plan they can trust to run their business like
a business -– one that thrives in spite of market
conditions and seasonality.
Steve Johns: We measure value with
our Trend reports, LORE reports, and our
Training Tracking report. We communicate
these reports on a daily basis.
›› Our staff email signatures have our
monthly Training Tracking results.
›› Our market center’s LORE numbers are
on a board in our training room and
are referred to during weekly business
meetings.
›› During our ALC meetings the Four
Conversations for our market center are
discussed.
›› Sharing these reports with our agents
so they can use them in listing
presentations and marketing has been
key in communicating the value.
GROWTH
producers are attracted by the numbers and the
outstanding reputation of the market center, where
Hendrix explains there is a “culture of abundance and
collaboration” that makes agents want to join and
stay. “When top producers join our market center, our
market share increases and the dominoes continue to
fall in our direction. It makes it easier for all of us!”
Sherraden says that, for him, it has never been solely
about recruiting. “I’m presenting a business platform
that changed my life.” With more than 450 agents
and counting in Overland Park, Sherraden points
to the Growth Initiative as a way to stay out of weak
conversations and keep agents focused on results. MCA
Adrienne Usher adds that the tools create a positive
universal language and do not need to be edited or
augmented. She encourages, “Do not be creative
with your systems. They are already proven. Make the
decision and put forth the effort to be all in! Just run
the play!”
A CONVERSATION
WITH LEADERS
How is value measured
and communicated in your market center?
How has your market center responded to the Career
Growth Initiative (CGI) tools?
Lucas Sherraden: The Growth Initiative tools do all
the heavy lifting. Buy in and implement them. Charm
and personality are limited resources, but the tools
work whether you are on your game or not. So
embrace them and then commit to mastery.
What advice would you give market centers wanting to grow?
How are the CGI tools helping you
fund your Big Why?

18 VOL.13.3 2016
D E E P E N
Y O U R
TALENT
BENCH
“It’s not just about finding talent.
It’s about finding the right talent.”
“Understanding a candidate’s unique
talents and personality traits helps you
align their personal goals with your
business growth.”
In 2016 Keller Williams introduced
the Career Visioning course and
the KPA, an upgrade to the previ-
ous assessment, the AVA and DISC.
“The AVA allowed us to look at four
dimensions of a candidate,” Leslie
Vander Gheynst, KPA and Lever-
age Series driver, says. “The KPA
allows us to look at 11 components
of a candidate to give us an even
more holistic view of a candidate
allowing us to know the person on
a deeper level.”
The KPA is specifically designed
to measure personality traits
and cognitive thinking abilities.
“Understanding a candidate’s unique
talents and personality traits helps
Chris Heller
CEO of Keller Williams Realty
John Davis
President of Keller Williams Realty
THE KPA GENERATES
TWO TYPES OF RESULTS:
A PERSONAL REPORT
and Consulting Guide
designed to leverage hiring
conversations.
A JOB FIT REPORT and
Consulting Guide specific
to Keller Williams jobs that
matches the individual to a
role in the company.
1
2
you align their personal goals with your business growth,”
says John Davis, president of Keller Williams Realty.
Career Visioning
Career Visioning, along with the KPA, provides proven
hiring systems to ensure that the best and the brightest
join your team and take your business to the next level.
It also underlines the importance of having a system
in place for recruiting and hiring. “Career Visioning
breaks down the hiring process into manageable steps
so that anyone can find, interview, hire and train the
right talent,” Vander Gheynst says. “This course is for
everyone looking to grow their team. As the KPA and
Leverage Series driver, I am here to provide assistance to
our agents in the field through the hiring process.”
KW Regional Director John Schumacher first taught
Career Visioning and introduced the KPA in his region
in the summer of 2016. “The beauty of the KPA is
CAREER VISIONING
Finding and hiring top talent is on every business leader’s radar. And many use behavioral
assessments to improve the hiring process and ensure they get the right talent in the right
position. Find out how Career Visioning and the Keller Personality Assessment (KPA)
is helping leaders align talent with opportunity.

19
4 Steps to Hiring the
RIGHT PERSON for the RIGHT JOB
Who are you
looking for?
“There are two main elements
to hiring top talent. The first is
finding the right person and the
second is placing them in the
correct position,” says Vander
Gheynst
STEP 1
SCREEN
Now you are ready to
make an offer!
“Designed specifically for
Keller Williams, the KPA looks
at thinking traits that are
brought into play, which is
critical to successful hiring
and then training,” says
Offenhauser.
STEP 4
COMMITMENT
STEP 2
INTERVIEW
Are they right
for the job?
“The process can help
determine that while this
person may not be the right
fit for a particular role, there
may be a better role for them
within my business,” says
Vander Gheynst.
STEP 3
GET PERSPECTIVE
Are they right for
the team?
“With the KPA, much of the
analysis is done for you which
allows you and your team
to spend time listening to
answers,” says Schumacher.
WHO will take your company
to the NEXT LEVEL?
Talk to your market center today about
using the KPA to deepen your talent bench.
in its simplicity. The process is turnkey and far less
complicated. Much of the analysis is done for you and
we’re not being asked to become amateur psychologists.”
As for those associates who want to use the KPA
without first taking Career Visioning, “It shouldn’t be
happening because it is part of a larger process,” says
KW Regional Director and Career Visioning instructor
Madison Offenhauser. “Learning how someone thinks
is critical to successful hiring, and Career Visioning
helps people understand not just the KPA, but the
entire hiring process.”
Now is the time to get into business with top talent
and master the process of truly understanding a person’s
personality and behavior.
TALENT
19
ATTENDEES LEARN HOW TO:
Use a simple business PLAN to map
your vision for your future empire.
BUILD a pipeline of quality
candidates.
MASTER a comprehensive interview
process that reduces the guesswork.
CONSULT with individuals on their
behavioral profile.
Set new hires up for success with
expectations that EMPOWER.
CAREER
VISIONING
LESLIE VANDER GHEYNST discussing
the KPA & Career Visioning at Mega
Camp 2016

20 VOL.13.3 2016
HEAD-TURNERS
HEADRSS
BART
OLSZEWSKINYC – QUEENS/JACKSON HEIGHTS
When Olszewski was considering the move to Keller Williams Realty,
he had already been thinking about it for several years. Having
previously attended Family Reunion, Olszewski says that Keller
Williams was the only brokerage he considered. “I was the top-
producing agent for Better Homes and Gardens for the past three
years,” he says. “My production had peaked and I was at a plateau
professionally. I needed a push to become a better agent; I needed
more incentive and motivation to push my competitiveness.”
Olszewski came to Keller Williams in March 2016. “The continuity of
the brand and the high level of professionalism spoke volumes to me,”
he says about his decision. “Also, once I attended Family Reunion
and saw firsthand how Keller Williams operated, the passion for the
industry and the training available, the move made sense,” he says.
“It’s not just about how much money I could make – there is so much
that would allow me to grow. The systems in place make people
want to help others. Here everyone is sharing their successes.”
“It’s nice to come onboard with the
company and have all of the things that
you were promised come true. Keller
Williams has delivered already on their
promise to me.”

21
TURN
JOSE
MEDINA
CANTON, OHIO
Jose Medina, of Canton, Ohio,
joined Keller Williams Realty in
June 2016 as the No. 1 RE/MAX
agent in the state with a 12-month
total closed volume of $80 million.
However, he says that he operated
under the Keller Williams model
long before joining the company.
“Ever since The Millionaire Real
Estate Agent came out, I have used
it as my manual for how to build my
business,” says Medina.
With 14 years of experience in
the real estate industry, Medina
has earned himself a reputation
of integrity and proven results. He
puts his public communications
degree to work with his ethics and
prowess to reel in the results that
he achieves.
Medina is soaking up the training
opportunities Keller Williams has to
offer. “I have attended a local mega
agent panel, Franchise Systems
Orientation and Operating Principal
Boot Camp, all of which have been
mind-blowing,” he says. “I am
excited to take several of my team
members to Family Reunion and
tap into all of the regional training
offered.” Medina is the operating
principal of the Keller Williams
Legacy Group market center.
Medina was initially nervous moving
a large team, but the transition was
seamless and unexceptional – in a
good way. “I was concerned about
the transition. We have a good-
sized team, so the monumental
task of transferring everyone
was not downplayed. I took into
account not only my team, but my
clients, and everyone associated
with them.” Medina continues,
“The transition to Keller Williams
was remarkably uneventful.”
“My team and I have been so
appreciative of how helpful Keller
Williams agents have been. The
culture, training and camaraderie have
made us a better team.”
21

22 VOL.13.3 2016
“To be a part of a community
of agents who focus on
creating better lives for
themselves is so rewarding.”
ZOE
MOOREINDIANAPOLIS, IND.
Zoe Moore of Indianapolis, Ind.,
joined Keller Williams Realty in
August 2016 from RE/MAX with
a total 12-month closed sales
volume of $20 million.
“I have wanted to build a team
since my first year in the business,”
Moore says. “I realized, however,
that to build a successful team
on my own was so much more
difficult than I thought.”
“Even though I have only been
with Keller Williams since August,”
she continues, “I’m already
strengthening my team instead of
trying to recreate the wheel.”
Moore was most attracted to the
coaching and training offered by
Keller Williams as well as the
company philosophy “God, family,
then business” which is very
much in line with hers.
“I only had one concern about
transferring companies and it had
nothing to do with Keller Williams,”
she says. “It was the process
of transferring a business. I’ve
changed brokerages in the past
and know how much mental
and physical work a transfer
can be. However, this change
was seamless. I really ended up
having nothing to be concerned
about at all.”
Moore says she is excited to
be surrounded by a community
that is so involved in coaching.
“It’s not only a benefit to me
personally, it’s also an opportunity
for me to become a coach.This is
something I’ve always wanted in
my career.”
HEAD-TURNERS
22 VOL.13.3 2016

23
KELLIEWENTHEGREATER
ST.LOUISAREA
For years, Kelli Ewen was consistently producing $20
million in annual sales and closing about 75 units. She
had been with RE/MAX for 12 years, slowly building her
business until she hit a ceiling. “I didn’t have access
to the right resources to take my business to the next
level, so I really just stopped growing,” she recounts.
When she looked at Keller Williams Realty, she was
attracted to the way the company helped its agents
set and meet goals, as well as step-by-step processes,
programs and systems. “I saw the company’s models
as a road map to a destination, a well-worn path that I
could follow to start growing again.”
Ewen joined Keller Williams Chesterfield in July 2016
and enrolled in BOLD.“I am really looking forward to all
the educational opportunities,” she says.
Ewen has always been people focused. She muses,
“Though varied, my path has always led me to working
with people. My diverse background allows me to
bring a unique perspective to working with my clients.”
Earlier in adulthood, Ewen moved 10 times in 13 years.
With that type of experience, she can relate to anyone
who wants to buy or sell and can offer them personal
and professional insight and expertise.
“What I like most is the culture.
I really appreciate the way
everyone is for one another;
they embrace you with support
and bend over backward to
share their knowledge and help
you succeed.”
The Lacks Hotich Team joined forces with
Keller Williams in May 2016 and were
excited to learn how the Career Growth
Initiative, available only to KW associates,
can help them fund each of their Big Whys.
Lacks’ husband is a successful attorney
who is ready to retire. She wants to fund
the lifestyle that he has worked his whole
life to achieve and let him relax. Hotich
was a Bosnian refugee who made his way
to the United States in order to experience
the American Dream. As an entrepreneur,
he realizes that in America he has the
opportunity to control how much money
he can make. He sees that the world is at
his fingertips.
Lacks and Hotich know that the road to
success has been traveled before. “CGI
shows us the very clear path to get there.
We know how much money we need to
make to fund our Big Whys, and the Career
Growth Initiative shows us the exact steps
that need to be taken to reach our goals.”
They add, “This is a game changer for
our entire team because each member
benefits from our success. CGI gives us
each our specific duties, and when we
do what the tool tells us to do, it leads to
paychecks in 90 days.”
THE
LACKS
HOTICH
TEAM
“The Career
Growth
Initiative is
changing
the way we
succeed in
business by
simplifying the
steps we need
to take in
order to reach
our goals.
It’s helping
us focus
on what’s
necessary to
get to where
we want to
go!”
CHESTERFIELD, MO.
23

24 VOL.13.3 2016
KIM ZITON WOODBURY – EAST SUBURBAN (MINN.) By Catherine O’Donnell
Ziton is consistently ranked as one of the top-producing real estate
agents in the Upper Midwest and has repeatedly been named a top
agent in Woodbury. In 2015, she closed more than $41 million in
volume. Some of her accolades include being named a Residential Rock
Star in the Minneapolis – St. Paul Business Journal Book of Lists in
2013 and 2014.
Ziton’s record of success continues to capture attention, most recently
culminating in her inclusion in Top Agent Magazine (Minnesota edition)
in 2015, as well as ranking among the nation’s top real estate agents in
REAL Trends America’s Best Real Estate Agents list, which ranks agents’
sales volumes in all 50 states.
Born With a Passion
“I knew I was going to get into real estate since I was a young girl,”
Ziton says. “I would spend hours decorating my room, everything from
bedding to small trinkets. I’ve always had an appreciation for making
things look nice and showcase presentable.” Having this passion for her
career, it’s no surprise that she has been ranked as a top producer in her
region for four consecutive years.
Multi-million dollar producer Kim Ziton of Keller
Williams Premier Realty in Woodbury, Minn., shares
how she maintains her production status and stays
busy all year in an area that is known for its bone-
chillingly long winters.
KIM ZITON
ALL
YEAR
L O N G
M A K I N G
PROFIT
24 VOL.13.3 2016

25
PRODUCTION
Luxury Real Estate
Ziton started her real estate career
working as a new home consultant
for a custom home builder. Her
16 years of experience afforded
her with a great appreciation for
customization and details. This
experience also gave her a huge net-
work of clients to work with as she
continued to build her own luxury
real estate business.
“The luxury home market is
complex,” she says. “It’s about
identifying the details, having
a vast knowledge base and the
experience.” Ziton says. Ziton is
known in her community for her
close connections to her clients,
her attention to detail and her
appreciation of luxury homes.
“There is an expectation in luxury
real estate that is different than
other areas,” she says. “Luxury
clients expect me to have a level
of knowledge, market savviness
and service that is unique to the
luxury market. There is no room for
hedging or guessing in this market.”
But most importantly, Ziton says
luxury agents need to identify with
the market. “If an agent doesn’t
have that then this isn’t the right
area of real estate,” she says.
Ziton serves both buyers
and sellers in such sought-after
communities as Wedgewood,
Powers Lake, Dancing Waters, and
Stonemill Farms in Woodbury, as
well as other estate homes in the
Eastern suburbs, such as Afton,
West Lakeland Township, Baytown
Township, Lake Elmo, Stillwater,
North Oaks, and Shoreview.
Production All Year Long
One reason Ziton continues to rank
as a top performer in her region is
because she works on her business
all year. And this is no easy feat in
an area with a climate like Min-
nesota’s. “Winters are no surprise to
Minnesotans,” Ziton laughs. “We
are prepared; we plan way ahead so
that we are not stalled by the snow
or extreme cold.”
She explains that there is a
marked decline in showings in
November and December, which is
not necessarily an irregular trend in
real estate because of the holidays.
But the effects of winter can be
intensified in colder climates. “If
we’re experiencing dangerously low
Plan your photo shoots in the fall. Don’t expect to
photograph properties in the winter. “It isn’t as pretty
around here when the winters are coming to an end.
I avoid photo shoots if I can at that time.”
Keep your website current and
up-to-date with information
such as:
›› Featured listings
›› Current bio
›› Testimonials
›› Keller Williams profile
›› Specialty designations or
memberships like KW Luxury
Homes International
›› Local area information
›› Sold homes representing buyers
›› Sold listings representing sellers
And what better time to update
your site and add new content
than in the winter when showings
tend to be slower?
PRO TIP from Ziton
PRO TIP from Ziton
temperatures or snow amounts, people don’t want to be
out in it. People tend to want to hibernate. It’s how we
get through,” she says.
However, Ziton isn’t one to hibernate. By staying
active with her marketing efforts and listing
appointments, Ziton is able to bring in income every
month. “February is my slowest month, but even one
or two sales can make a difference, so I never slow
down my efforts.”
Marketing Local Expert Services
Ziton’s clients have come to depend on her market
knowledge and results-producing marketing strategy
she deploys for each listing. And she also markets her
services as aggressively as she does her listings.
Ziton stays blanketed with a multi-touch marketing
plan that includes the most up-to-date strategies. “I do
a lot of postcard mailings,” she says. “I’ve had clients
show me one of my postcards to illustrate that this is
how they found out about me or a particular listing. I
appreciate it. Marketing is very important.”
A Genuine Professional
Ziton says that Keller Williams Realty has allowed her
to be the agent she wants to be. “I pride myself on my
identity,” she says. “This is why Keller Williams works
so well for me. They allow me to work in the business
on my own in a way that suits me best. I am not con-
fined to rules and rigid boundaries. Keller Williams
sets themselves apart this way. It’s an amazingly suc-
cessful business model, and for people like me, it truly
works. I have the amount of individuality that I want
and a great business partner in my broker.”
“You have to be working
on your business all
year,” Ziton says. “Just
because it may slow in
the winter doesn’t mean
you can take a break. I
ramp up my business
in the third quarter to
ensure I get paychecks
in the winter.”

26 VOL.13.3 2016
NAME CITY, STATE GCI UNITS
1 Bob Lucido Team Ellicott City, Md. $3,831,446.32 453
2 Alchemy Real Estate Group Seattle,Wash. $2,071,826.74 86.05
3 Jeff Glover & Associates Plymouth, Mich. $1,516,116.44 248
4 Kevin Blain Team Visalia, Calif. $1,474,240.92 275.75
5 Global Living Philadelphia, Pa. $1,447,932.51 174
6 The Peggy Hill Team Barrie, Ontario $1,434,683.25 160.25
7 The Loken Group, Inc. Katy,Texas $1,360,532.37 376.25
8 Ben Kinney Team Bellingham,Wash. $1,286,425.54 216.967
9 The EZ Sales Team Westlake, Ohio $1,265,694.71 285
10 Sue Adler Team Summit, N.J. $1,234,643.19 60
11 Jennifer Young Team Chantilly,Va. $1,145,186.53 107.55
12 Daniel Beer Group San Diego, Calif. $1,139,323.56 64.95
13 Tom Daves Group Roseville, Calif. $1,128,552.34 113
14 TeamBuilder KW Kirkland,Wash. $1,120,539.22 170.5
15 The Rider Elite Team Scottsdale,Ariz. $1,082,937.14 190
16 The Wemert Group Orlando, Fla. $1,047,236.93 131.125
17 Jessica Hargis Group Rockwall,Texas $1,032,445.19 135.4
18 Lee Tessier Team Bel Air, Md. $1,025,367.36 156
19 The Merrick Team Peoria, Ill. $996,070.82 203.225
20 Unity Home Group Anchorage,Alaska $971,591.88 137
21 Boyenga Team Los Gatos, Calif. $970,242.67 34.5
22 Joe Rothchild Realty Katy,Texas $967,191.94 246
23 Bouma Group Ann Arbor, Mich. $963,261.00 106.5
24 Eng Garcia Properties Washington, D.C. $957,337.57 51.05
25 Lysi Bishop Team Boise, Idaho $941,248.36 83.759
26 The Stephen Cooley Real Estate Group Fort Mill, S.C. $937,384.47 153
27 Laurie Reader Team Plantation, Fla. $933,880.66 118.792
28 The Jeff Silva Team Bryn Mawr, Penn. $931,280.23 104
29 Noel Team Santa Monica, Calif. $928,839.38 29
30 Christie Cannon Group Frisco,Texas $920,616.02 102.1
31 Reynolds Team Realty Chantilly,Va. $896,447.84 67
32 Pomerleau Team Maple Grove, Minn. $888,144.84 104.7
33 The Heyl Group Austin,Texas $886,049.24 90.5
34 Anderson Real Estate Group Long Beach, Calif. $885,028.82 64.7
35 The Julie Kinnear Team Toronto, Ontario $871,416.65 39
36 Kenny Klaus Team Mesa,Ariz. $862,572.03 134
37 Laura Gillott Team Corvallis, Ore. $858,732.97 124
38 Pyron Team Southlake,Texas $849,000.62 120
39 MG Residential Washington, D.C. $848,611.52 68.6
40 The Kelly Group Real Estate Portland, Ore. $844,581.23 84
41 The Mark Z Team Novi, Mich. $842,670.98 133
42 Chris Suarez PDX Property Group Portland, Ore. $837,206.94 51
43 The Kendra Todd Group Seattle,Wash. $836,615.05 85.5
44 Legacy Group Spokane,Wash. $831,813.56 106
45 The Perna Group Novi, Mich. $793,583.36 117
46 The Shawn Lepp Team Whitby, Ontario $788,304.96 62
47 Mitchell Team Newmarket, Ontario $783,299.78 59.517
48 The McSporran Team Burlington, Ontario $772,323.11 65
49 The Amy Kite Team Naperville, Ill. $772,265.44 145
50 Westone Properties LLC. Portland, Ore. $769,058.29 80
TOP-PRODUCING TEAMS
YOUR
N
B
U
E
M
R
S
50
*Based on data/transmittals received for 2016 (July to September 2016).
Closed transactions identified with specific agent/team.
NUMBERSTHIRD QUARTER 2016*

Gonzalez: I want to talk about how
agents should manage their budgets
during shifts. But first, I want to start just
by asking you, what is the single biggest
observation you have had while looking at
agent budgets?
Lenderman: The biggest observation I’ve
had is that agents need to stay committed
to having a budget and maintaining a
P&L. Not many agents enjoy looking at
numbers, and who can blame them? It’s
important for agents to keep score and
take into account things like their ROI
when making decisions about spending
money. Doing so creates accountability
and is a diagnostic tool because it’s
difficult to continually make smart
decisions when you go with your gut.
One tool recently introduced to KW
associates to help them with this process
is the ProfitDash app. ProfitDash offers
agents holistic finance management using
KW's exclusive listing and transmittal
data right from their phone. It helps make
managing expenses easier.
Gonzalez: On to the topic of shifts, what
do you think are the things agents need
to watch out for if they are headed into a
slower market?
MANAGE EXPENSES,
INCREASE PROFITS
ECONOMIC UPDATE
Lenderman: The first place I’d start
with are expenses that sit below the
line, and by that I mean expenses that
aren’t necessary to the operation of
your business. It’s tempting to treat your
business as a personal account, but it’s
important to separate that from your
business expenses. If you do a good job
of that already, the next place I’d look
are expenses that aren’t vital for
generating revenue. It’s easy, especially
when things are going well, to take
on extra expenses that aren’t directly
driving revenue. But in a hard shift, those
expenses can take you underwater.
It’s also important that you don’t make
decisions you can’t outlast if things take
a turn for the worst. This means either
building up reserves that will prop you
up in a shift or taking a good look at the
affordability of long-term fixed expenses
– especially those that would impact lead
generation. When revenue starts to drop,
you want to have minimal commitment to
fixed expenses.
Gonzalez: What about teams? Are there
some specific things that could get a team
in trouble when things start to slow down?
Lenderman: The same rules apply for
teams. However, I would say one of the
biggest issues for teams now is their cost
of sales. When things are booming and
competitive, it can be a challenge to keep
splits and salaries in check, but those are
things that could make or break a team
and will be a lot harder to negotiate down
than it will be to keep them in line. Make
sure you are making decisions that your
business can survive when things get
more difficult.
Gonzalez: Any final thoughts?
Lenderman: Watch out for shiny objects.
It’s really easy when things are going well
to start spending money on cool new
systems, apps, fashionable furniture, sleek
logos and watercoolers, but you need
to really make investments that give you
back multiple dollars in return. Hold your
money accountable and have specific
goals set for your investments. If you
aren’t getting the return you want on
something, cut the cord.
RUBEN GONZALEZ Keller Williams Realty Staff Economist
STAFF ECONOMIST
With the market hitting highs this year and potentially moving toward a peak, questions have been coming up
about what agents should do when the market slows down and, specifically, how to manage expenses. To help
with this important conversation, I interviewed Garrett Lenderman, lead writer and researcher of KW Publishing.
Lenderman, who works directly with Jay Papasan and Gary Keller, has spent a lot of time studying the Budget
Model as well as the accounting and spending habits of agents to provide some insight for others on how they
can manage expenses and increase profits, even in a shift.
27
GARRETT
LENDERMAN

28 VOL.13.3 2016
20 5TOP STAKEHOLDERS TOP COMMERCIAL
NAME MARKET CENTER
ASSOCIATES
SPONSORED
1 Brent Mitchell Austin SW 47
2 Monty Maulding Austin SW 25
3 David Popplewell NYC - Manhattan 19
4 Bodie Stark DFW Metro SW 13
5 Brett Tanner Tempe - Scottsdale 11
5 Irene (Rena) Peterson KW Westfield 11
6 Wade Blair Carlsbad 10
6 Timothy Kinzler Boca Raton East 10
6 Jeffrey Ristine Naperville 10
7 Michael Joseph Devlin
San Carlos, Santa Rosa,
Silicon City
9
7 Paul Lee Newport Beach 9
7 David Snyder Bryn Mawr, Philly South 9
7 Stephen Waniak Princeton 9
8 Martin Porter Beverly Hills 8
8 Dolores Roth Palm Beach Central 8
8 Mike Popowcer Palatine 8
8 Allan Zapadinsky NYC - Manhattan 8
8 Ruth Story Fort Worth 8
v Brandon Lucido Dallas Preston Road 8
10 Karen Gear Midlothian 8
MARKET CENTER CITY, STATE TEAM LEADER PROFIT
1 Ballantyne Area Charlotte, N.C. Chip Walton $579,662.91
2 Arlington Arlington,Texas Dennis Tuttle $571,384.86
3 Austin SW Austin,Texas Diane Johnson, Melanie Kennemann $493,550.03
4 Grand Rapids East Grand Rapids, Mich. Judy Brasseur $417,432.32
5 Houston Metropolitan Houston,Texas Stephanie McClimon $385,589.85
6 Heritage San Antonio,Texas Craig Owen, Lisa Munoz $382,985.55
7 Dallas DFW Southlake,Texas Dustin Wright, Lesli Akers $378,860.84
8 San Antonio City-View San Antonio,Texas Amy Clifton, Lorri Cutler $377,364.08
9 Charlotte - South Park Charlotte, N.C. Stefanie Scroggins $351,400.40
10 Greater Howard County Columbia, Md. Dirk van Reenen $344,352.67
11 Greater Portland Portland, Maine Shannon Selig $344,071.46
12 Ridgewood Ridgewood, N.J. Sally Ponchak $342,281.29
13 Austin NW Austin,Texas Christi Davidson $322,657.08
14 Greater Hartford West Hartford, Conn. Christopher Grant $322,088.85
15 KW Chervenic Realty Stow, Ohio Carla Ponikvar $311,698.62
16 Houston Premier Katy,Texas Terri Montgomery $309,804.39
17 Long Beach Pacific Estates Long Beach, Calif. David Culen $302,816.05
18 Metropolitan Bedford, N.H. Gregory McCarthy $298,160.69
19 NYC - Manhattan New York, N.Y. Lezley Dawn Schad $297,584.09
20 Boise Boise, Idaho Stacie States $296,665.21
TOP MARKET CENTERS20
THIRD QUARTER 2016*
NAME CITY, STATE GCI UNITS
1 Cindy Hill Studio City, Calif. $594,830.00 11
2 Raymond Rodriguez Calabasas, Calif. $311,684.00 11
3 Kimberly Stepp Santa Monica, Calif. $292,750.00 4.55
4 Levon Alexanian Burbank, Calif. $290,000.00 2
5 Robert Stepp Long Beach, Calif. $278,379.00 13
NUMBERS

29
In August 2016, flood waters engulfed parts of Louisiana during what was
called a once-in-a-millennium storm, leaving at least 10 people dead and
more than 100,000 homes destroyed. Without hesitation, countless
Keller Williams associates stepped up and provided much-needed help
to those affected by way of monetary donations and on-the-ground volun-
teer support.
“Until help arrives, there is nothing anyone can do. People are stranded
with no food, water or shelter,” says Keller Williams Realty International’s
Director of Vendor Relations Tom Freireich. “24 hours after we learned
about the disaster, Mary Tennant called me and said we need to go help. She,
Randy Neu and myself got in an RV the next day and headed to Louisiana
to help with the relief efforts and to get the supplies to those in need.”
On-the-ground Support
Numerous Keller Williams Realty International associ-
ates left Austin and went to Louisiana to assist. From
dawn until dusk, they worked with cleanup as well as
delivering supplies and food. “When you are there, you
are in awe of the destruction and seeing people trying
to live on what was salvaged,” Freireich says. “Having
a team of people show up from out of town just to help
gave them hope and showed them that together they
could rebuild.”
Adopt-a-Family
Led by Keller Williams Realty International’s Director
of Talent Holly Priestner, an adopt-a-family program
has been implemented to help rebuild lives. “We need
market centers to adopt a family devastated by the
floods,” Priestner says. “The rebuilding of lives requires
extensive, months-long time, talent and treasure.”
“After being offered the opportunity to sponsor a
family in Louisiana affected by the flood, our Cultural
Ambassador Betty Ahing and ALC member Pedro
Casanova stepped up to the plate and are matching
$1,000 of donations received as well as donating $500
to our adopted family from every closing until the end
of the year,” says Michelle Diaz, MCA of the Miami
Kendall (Fla.) market center.
“When agents reach out to a family that has been
flooded, it is a magnificent ray of sunshine in one of
their darkest times,” says Mark Olesh, regional director
of the Florida-South Region. “It lifts their hearts and
gives them hope.”
EVERT H A N
STRONGER
KW CARES
KELLER WILLIAMS ASSOCIATES LENDING HELPING HANDS
Once again, Keller Williams associates came together to help those in need in the wake of a
natural disaster. In the two weeks following the catastrophic flooding in Louisiana, thanks to the
generous donations of KW associates, KW Cares provided more than 200 emergency grants
totaling over $1 million to affected KW associates and their families.
Disaster assistance efforts are always ongoing.
To help support those in need, visit (kwcares.org)
CULTURE

30
50
NAME CITY, STATE GCI
1 Stephanie Vitacco Encino, Calif. $1,083,990.88
2 Coco Tan Cupertino, Calif. $746,240.82
3 Gail C. Eshleman Bothell,Wash. $646,516.81
4 Kyle Seyboth Cumberland, R.I. $545,899.01
5 Lawrence Toth Ann Arbor, Mich. $496,688.94
6 Grant Linscott Los Angeles, Calif. $475,703.81
7 Jonathan Lu Burnaby, British Columbia $436,844.16
8 Vivien Chen New York, N.Y. $409,500.00
9 Disen Cai Burlingame, Calif. $408,595.50
10 Sheri Bienstock Los Angeles, Calif. $407,074.50
11 Jeffrey Tricoli West Palm Beach, Fla. $380,238.00
12 Erin Crawford Montclair, N.J. $373,802.81
13 Jani Spencer Bellevue,Wash. $361,812.06
14 Nicholas Peter Delis, III Burlingame, Calif. $359,665.00
15 Jennifer Jones Newmarket, Ontario $351,699.05
16 Eric Delgado Encino, Calif. $351,043.20
17 Jessica Ye Cambridge, Mass. $350,491.00
18 Rumana Jabeen Burlingame, Calif. $346,322.50
19 Jennifer Gelfand Boston, Mass. $332,805.00
20 Kimberly Ziton Woodbury, Minn. $332,098.35
21 Cynthia Cohn Pasadena, Calif. $327,018.75
22 Trish A. Mutch Toronto, Ontario $322,058.50
23 Trevor Street Port Coquitlam, British Columbia $318,939.09
24 Sam Jacobson West Hollywood, Calif. $314,918.75
25 Paige Martin Houston,Texas $313,349.39
26 Bricena Aragon Albuquerque, N.M. $307,049.63
27 Rama Mehra Danville, Calif. $306,304.65
28 Tara Savage Charlottesville,Va. $298,948.22
29 Margaret Wang City of Industry, Calif. $298,505.97
30 Chris Scott Ottawa, Ontario $297,598.26
31 John Walker Falls Church,Va. $296,800.00
32 Hunter Croan San Antonio,Texas $296,749.23
33 Nobu Ito San Francisco, Calif. $294,426.23
34 Daniel Lyons Burlingame, Calif. $289,344.00
35 Burkhart, Rory Wilmington, Del. $283,241.50
36 Joe Clair Durango, Colo. $283,099.13
37 Christine Cardoso-Moore Oxnard, Calif. $277,886.08
38 Peter Young Oh Los Angeles, Calif. $275,525.00
39 Michael Koshet Encino, Calif. $275,000.00
40 Kathleen Kulik Montclair, N.J. $272,885.50
41 Julie Hopkins Park City, Utah $271,398.85
42 Brian Beckwith Montclair, N.J. $270,387.50
43 Melanie Fleet Newton, Mass. $269,650.82
44 Suzan Reily San Francisco, Calif. $269,625.00
45 Wendy Gimpel Woodbury, Minn. $269,501.06
46 Carolee Chirico Woodcliff Lake, N.J. $268,338.25
47 Evangelyn Lin Pasadena, Calif. $257,857.00
48 Bruce Dooley Columbus, Ohio $257,117.50
49 Juliette Kulda Burlingame, Calif. $256,930.00
50 Jason Woodruff West Hollywood, Calif. $254,660.00
TOP-PRODUCING AGENTS
NUMBERS
Vol.13.3 2016
OutFront is a publication of
Keller Williams Realty, Inc.
1221 S. MoPac Expy., Ste. 400
Austin, Texas 78746
512.327.3070
Executive Editor: Annie Switt
Editor: Allison Teegardin
Communications Manager: Darryl Frost
Copy Editors: Jeff Ryder | Owen Gibbs
Design Manager: Caitlin McIntosh
Designers: Ashley Rogers, Karla Teceno
Contributors: Catherine O'Donnell | Celesta Brown |
Deborah Blumberg | Gwen Moran | Shelby O’Neill
Advertising: Tom Freireich (advertising@kw.com)
Job Inquiries: (outfront@kw.com)
OutFront is published by Keller Williams Realty, Inc. The entire
document of OutFront is copyright© 2016 by Keller Williams
Realty, Inc. No portion may be reproduced in whole or in part
by any means, including electronic retrieval systems, without
the express written permission of the publisher. Editorial or
advertising does not constitute advice but is considered informative.
Copyright© 2016 Keller Williams Realty, Inc. All rights reserved.
30 VOL.13.3 2016
THIRD QUARTER 2016*

w
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 Award-Winning Customer Service
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solutions for unexpected problems that may arise post-sale.
Make a Smart Move.
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a 13-month HWA home warranty, you help your clients avoid the trauma of unexpected home
repairs, a costly replacement and unreliable service. It’s a smart move for you both!
Keller Williams Realty, Inc. does not warrant any product or service delivered under this strategic alliance. All products and services are provided by Home Warranty of America, Inc.
Call 888.492.7359 HWAHomeWarranty.com

32 VOL.13.3 2016 32
Go Beyond The Page
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Live on KWConnect now
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The revolutionary training platform exclusively for KW associates, KWConnect, allows associates to crowdsource
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