Making the transition from elite sport to business requires more than ambition, with success ultimately shaped by the discipline to perform consistently and a culture built on accountability rather than talent.
When his career as a professional rugby league player ended prematurely due to injury, Matt Srama pursued a career in real estate, starting in sales, before launching his own buyer’s agency, SRAMA, from his bedroom during the COVID-19 pandemic.
While the business has grown significantly over the years, with the agency even winning an award at REB’s event, Australian Buyers Agent Awards, the former National Rugby League (NRL) player said making the career switch wasn’t always smooth sailing.
Srama said that one of the biggest challenges he faced after he was forced to hang up his boots and move on from football was a loss of identity.
“Every barbecue chat I used to have was ‘great game on the weekend’, and when everything revolved around my identity as an athlete. Once that is gone, it’s vanished, and that’s not you anymore,” Srama told REB.
“I realised on the journey that our careers, the sport we play, the business we run, that is just what we do. It’s not fundamentally who we are.”
He said that learning to adjust to life post-football required a lot of self-development and an acceptance that sometimes things don’t go according to plan.
“I had envisioned playing State of Origin or winning a grand final on the Gold Coast, playing until at least my 30s, so when doctors told me to give it up, I just had to accept it and keep moving forward.”
The elite competition mindset
Srama said that coaching taught him a valuable lesson in establishing and maintaining a high-performance culture, which began with understanding what drives and motivates individuals.
“I think it is really important to understand that not everyone wants the same things, so it comes down to the ability to ask people what they want and how they plan to get there.”
“Then you have to see if there is a way through what you do as a leader that you can combine together to achieve that outcome.”
He said that while he had noticed many similarities between elite sporting organisations and high-performing businesses, the most significant factor was how their cultures were developed.
“One thing I have observed is the cultures and values aren’t just something written on a board. It’s something they hire and fire through, and they hold them as standards.”
“You want the best talent that you can get, but you also want to make sure everyone can collaborate and work collectively towards the same goal.”
According to Srama, his time in professional sports also instilled a high standard of discipline, a trait that was more valuable than any level of talent.
“You could have the most naturally gifted athlete, but if they don’t have the discipline to get up every day and do the simple things, it doesn’t matter; they don’t make it to the big leagues.”
“I see the same in business. You can have all of the degrees in the world and know your industry back-to-front, but if you don’t have the discipline to motivate yourself when things get hard, that can be the real difference.”
A connection-driven business
Srama said that while some athletes may think their profile opens doors for them, it will not lead to significant success without the required skill set.
“It breaks the ice, and it can build rapport, but it doesn’t win you business.”
For any athletes considering making the switch themselves, Srama said they should ensure that they were utilising their time to set themselves up for success by building relevant connections.
“You are one contact away from your whole life changing.”
“One of the biggest penny-drop moments was that, sitting in the seat nearly 10 years post footy career, the amount of contacts I still have relationships with and that I lean on from that world is mind-blowing.”
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