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The network named a head of network performance alongside a leadership reshuffle that it says is indicative of its “fluid structure”.
Angela Avgerinos has been appointed into the new role, joining the corporate team as the head of network performance with a wealth of expertise having held the same job title for LJ Hooker.
She also counts a five-year stint in sales with the Laing+Simmons St George office among her 20 years’ of experience in real estate.
To accommodate the new role, the network has shuffled positions at the top, with Jacqui Barnes, formerly head of people and culture, taking on the newly created role of head of people and growth.
According to Laing+Simmons’ CEO, Leanne Pilkington, the adjustment is germane to the network’s operating style, which is open to change depending on new and existing employees’ strengths and emerging skills.
“We never consider a new appointment in the context of simply filling a role. It’s important to constantly interrogate the case behind the position. What does our network need from the corporate team? What essential skills and expertise will ensure we meet these needs?” Pilkington said.
“From there, we can understand the structure we must adopt to achieve the level of support we need to deliver. Then we can appoint the best people in the right spots and get to work”.
She described the network’s structure as “fluid” and able to adapt to changing circumstances and the needs of individual team members and the business as a whole.
“The alignment we have in our organisation on account of our ownership structure is our major point of difference, and leveraging this point of difference is a major advantage in attracting new people and new offices to Laing+Simmons,” Pilkington said.
It’s a trait that attracted Avgerinos to join up with the network, according to the new hire.
“The Laing+Simmons structure creates a unique environment in which there’s a natural alignment of values and motivations between individuals, business owners and the corporate team. With this strong foundation in place and a reimagined structure to take the brand through its next phase of growth, it’s an exciting time for me to return to the network,” Avgerinos said.
For her first point of business, the performance manager is planning on meeting with all the offices in the network to get a gauge of their individual needs and craft a tailored strategy.
“To add the greatest value and serve to extend the performance of each team, we need to devise collaborative strategies to agree the best path forward. These strategies cover specific ways to untap areas of potential while leveraging existing strengths. But each team is different, so a bespoke approach is essential,” Avgerinos explained.
“It’s a matter of understanding where the business wants to be, what’s in place to achieve those plans, identifying any shortcomings or areas in need of improvement, then implementing a strategy tailored to an agreed definition of success,” she added.
ABOUT THE AUTHOR
Juliet Helmke
Based in Sydney, Juliet Helmke has a broad range of reporting and editorial experience across the areas of business, technology, entertainment and the arts. She was formerly Senior Editor at The New York Observer.
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