Today’s brokers are facing one of the most complex operating environments in modern real estate, marked by tight inventory, compressed margins, shifting commission structures, rapid technology change, and increasing demands for profitability and efficiency. As brands rethink how franchise support directly impacts performance, Coldwell Banker is reshaping its model around specialization, data-driven decision-making and high-touch service. Kate Conquest, Vice President of Affiliate Servicing at Coldwell Banker, shares how her end-to-end career across real estate has shaped a practical, holistic approach to helping nearly 700 franchise companies drive sustainable growth.
HousingWire: You’ve touched every part of the real estate business, from agent to broker-owner to consultant and now VP of Affiliate Servicing. How has that journey shaped the way you support the nearly 700 franchise companies today?
Kate Conquest: I’ve been with the Coldwell Banker brand for 12 years, a path I never expected but one I’m truly grateful for. I started answering phones at 18 while in college at a local real estate company that later became a Coldwell Banker franchise. I earned my license, moved into operations and leadership, became a partner in the business, and later transitioned into consulting, where I spent several years onboarding new franchisees. For the past three years, I’ve led a team on delivering holistic service across the Coldwell Banker affiliated network.
My journey shapes how I lead. I don’t view challenges through a single lens. Every decision impacts owners, managers, agents, and administrative teams. When we roll out systems or processes, I’m always asking whether they will truly work for everyone involved. It keeps me focused on practical, well-rounded outcomes.
HW: From your vantage point, what are the biggest decisions brokerage leaders are being forced to make right now, and where does Coldwell Banker see its responsibility in helping them stay focused on growth?
KC: Brokers are in a perfect storm with low inventory, higher interest rates, affordability challenges, and more choices for agents than ever before. Add margin compression and rapid tech innovation, and profitability becomes the central issue. An alarming statistic from Real Trends reported at the beginning of the year shows that approximately 40,000 of the 100,000 brokers in the U.S. are currently unprofitable.
Our responsibility is to ensure our franchisees are better off with us than without us. That belief was a key catalyst for our model change. We have learned that profitable growth comes from aligning growth with operational efficiency. It is not about growth for growth’s sake. It is about building financial stability that allows brokers to sustain their businesses and truly impact the people they serve.
HW: This year, Coldwell Banker shifted from a generalist support model to a specialized team structure. What prompted that change, and what does a ‘specialist-led’ service experience look like for a franchisee in practical, day-to-day terms?
KC: One word I use is depth. A generalist can answer questions, but specialists truly solve problems, and with the level of complexity in our business today, experience is what maximizes outcomes. You can always call and get advice, but it’s the wisdom, expertise, and real-world experience that create the greatest value for our affiliates.
Historically, every franchisee had an account manager who provided solid general support and guidance. Over time, we saw the need for deeper specialization. Today, one team focuses on data, contracts, and product deployment, implementation, and engagement. In parallel, our growth consultants focus on operational efficiency, P&L analysis, benchmarking, recruiting, retention, and business planning. These are very different skill sets, and together they allow us to move from broad support to true specialty support.
HW: HousingWire did an Insider Profile on you, noting how you pair digital access with high-touch support. How is your team delivering that “white glove” experience, and how does it help brokers stay profitable, retain agents, and buy back time to lead their companies?
KC: White-glove experience is not about doing everything for our network. It is about making sure the right things get done in the least amount of time and with the least friction. When someone reaches out, they are connected with a specialist who understands their situation and can solve the problem without transferring them multiple times.
The second part is meeting affiliates where they are with service on demand. Most support needs can be scheduled directly through our system. Since launching this about 5 to 6 months ago, we have seen 60% adoption and a 66% repeat-user rate. That tells us the model is working. It saves time, reduces friction, and delivers real value through specialized support.
HW: Trust and accountability seem central to your model. What are you hearing from the network, and how is data driving your conversations with brokerages?
KC: Our network is asking for clarity and competence in an uncertain landscape. They rely on us for data that is not skewed by third parties and that helps identify real opportunities across productivity, expense control, and market share growth. Just as important is what we do with that data. Analysis and interpretation guide smarter decisions.
That expectation extends to AI as well. Our affiliates want to know how we are applying it in real operations today, across staffing and accounting, as well as facility and property management. As we continue to accumulate data from many sources, the focus remains on turning insight into better business decisions that improve profitability.
HW: Coldwell Banker’s culture (especially around events like Gen Blue) has a reputation for being collaborative and innovation-fueled. How are you seeing franchisees support one another and scale what works?
KC: Culture is hard to explain because it is something you feel, which is why I always invite anyone considering our brand to come to Gen Blue. It is not just a conference. It is an immersive experience focused on learning, networking, and business growth. When people experience it firsthand, they consistently see how their business can be stronger with us.
What truly sets our network apart is the openness built into our culture. Brokers openly share ideas, strategies, and best practices. They collaborate deeply, learn directly from one another, and even benchmark their businesses together. That level of trust and transparency creates a connection you simply cannot find elsewhere, and it is a core part of who we are at Coldwell Banker.
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