Geographical expansion looks good on a map. But on the ground, it’s messy.
A new office, new producers, a new region—it can all seem like the next logical step. But too often, brokerages chase territory before their business is ready to support it. The result? Disconnected teams, inconsistent workflows, culture drift, and—ironically—less profit, not more.
Expanding into new markets can absolutely be the right move. But like everything in this business, success hinges on execution.
Here’s how to do it right.
Don’t Confuse Expansion With Growth
Opening an office doesn’t make you bigger—it makes you more complex.
The goal isn’t more geography. The goal is more of the right kind of revenue, delivered in a way that you can sustain and scale. Before you expand, ask yourself:
• What’s driving this decision?
• Is this market aligned with our strengths?
• Can our systems and leadership absorb the complexity?
Growth can’t be “justified later.” It must be owned from day one.
Treat the New Location Like a Startup
Every market is different. What works in one city may not translate directly to another.
When you expand geographically, you’re not replicating—you’re rebuilding. The people, the referral networks, the culture, and the operational rhythm all need attention. This isn’t “set it and forget it.”
Support the new location like it’s a startup:
• Give it leadership focus
• Set clear KPIs
• Ensure alignment on process, expectations, and communication
Put Real Infrastructure Behind the Expansion
Geographical growth isn’t a sales initiative—it’s an operational one.
That means:
• Your AMS must scale cleanly
• Your workflows must be documented and followed
• Your reporting structure must remain clear
• Your service model must stay consistent
If you don’t build structure alongside the expansion, your business becomes fragmented. You don’t want “six locations.” You want one brokerage—executed consistently, six times over.
Hire for Culture, Not Just Capability
A new office with the wrong people is worse than no office at all.
You need team members who will:
• Uphold your standards
• Follow your processes
• Help extend—not dilute—your culture
Hiring fast to “get things going” often leads to backtracking. Invest the time to get it right from the start, or you’ll spend double fixing it later.
Set Clear Success Criteria
How will you know the expansion is working?
If you can’t define success, you’ll struggle to course-correct when issues arise. Whether it’s revenue targets, retention benchmarks, or operational KPIs—make sure the team knows what they’re aiming for, and how progress is being tracked.
Final Thought
Geographical growth can unlock new opportunities. But if it’s not grounded in structure, leadership, and execution, it can do more harm than good.
If you’re considering expanding into new markets—or already have, and the results feel uneven—I can help you build the clarity and systems to make it work.
