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In an industry long dominated by franchise networks, Little Real Estate is carving out a distinctive path. It’s one that offers sales agents a model less susceptible to disruption, with clearer career progression, stronger collaboration, and an uncommon degree of support.
As one of Australia’s largest privately owned real estate firms, Little Real Estate has been investing heavily in its agent-centric infrastructure. Unlike traditional franchise structures, where agents often compete against their principals for listings and resources, Little Real Estate removes that tension entirely.
“We don’t have principals,” said Philip Eldret, Head of Sales Expansion on a recent REB Business Empowerment Showcase Podcast. “That alone sets the tone. We’re building an environment where an agent can be successful without internal competition. We give them structure and then get out of their way.”
At the core of the company’s offering is its “four-pillar selling model,” which starts with access to the rent roll, something rarely shared with sales consultants in franchise systems. According to Eldret, this provides a steady stream of listing opportunities and a foundation of annual revenue for each agent.
“We siphon off a portion of the portfolio for our agents and actively encourage them to prospect and build good relationships with those clients,” Eldret said. “It gives them a baseline of revenue for the year.”
Anne Crarey, Executive General Manager of Property Services, said the model enables seamless collaboration between property managers and sales consultants, delivering a full-service experience to investors.
“We work as one team to ensure a smooth transaction—from the purchase to the management to the selling—and then back again to the rent roll,” Crarey said. “It’s a cycle we manage together, and we’re seeing a lot of success from that integration.”
Incentivised to collaborate
Little Real Estate also incentivises agents to grow the company’s rent roll, unusual in a landscape where sales and property management teams often operate in silos.
“Our property management referral incentive is industry-leading,” Eldret explained. “Agents are helping grow the rent roll and being rewarded meaningfully for it. One of our top agents this year is on track to earn up to $80,000 in referral commissions.”
The benefits are not just financial. As agents refer landlords into the ecosystem, they are simultaneously creating future sales opportunities, deepening their footprint in key territories and reinforcing client relationships.
“If you’re an investor with us, you’re not just getting property management,” Eldret added. “You’re getting market insight from our sales team, updates on factors that affect your property’s value, and a service built on adding value over time.”
A focus on promoting internally: a career for life
The company’s structure allows for genuine vertical movement, something franchise environments often fail to offer beyond incremental managerial roles, the pair outlined.
“I started at Little as a property manager,” Crarey said. “Then I moved into an office manager role, then regional, and now I’m on the executive team. That’s incredibly rare in a traditional franchise.”
The scalability of roles isn’t just limited to operations. With centrally managed systems, a robust support network, and national collaboration, staff can move horizontally into new areas of interest and vertically to executive roles.
“In a franchise model, you could be in a great environment and within weeks you’re under new branding, a new principal, and it all changes,” Eldret said. “At Little, the consistency is different. Agents value that stability.”
Centralised operations - reducing the burden on franchise staff
One of Little Real Estate’s greatest operational advantages is its scale. The company has centralised many back-end services that franchise agents typically manage themselves, from administration to marketing and IT.
“That creates efficiencies for our agents,” Eldret explained. “Critical tasks get fast turnarounds. Our agents can focus on selling, not on managing the business side of things.”
He added that the average franchise principal sells 20 to 25 properties a year, often drawing listings from the rent roll. “At Little, we don’t compete with our agents. We support them.”
Helping agents be the best they can be
With expansion a strategic priority, Little is putting substantial focus on training and development. Weekly “brunch and learn” sessions, led by staff and leaders, tackle topics ranging from legal tribunal updates to marketing strategies and investor engagement.
“It’s not just the leaders who present—everyone gets a chance to share what they’re passionate and qualified to talk about,” Crarey said.
In addition to internal sessions, the company brings in external trainers, including monthly workshops with respected industry figures. New recruits are often paired with colleagues from interstate offices, ensuring a broader perspective and stronger sense of community.
“It’s not just about learning from the person next to you,” Crarey said. “It’s about understanding how the whole business operates—and reminding everyone that we’re one team.”
But at the centre of Little Real Estate is its people
Both Crarey and Eldret say that culture is more than a buzzword at Little Real Estate. It’s the glue that holds the model together.
“When I joined 18 months ago, what stood out wasn’t just the values on the wall,” Eldret said. “It was the genuine interest people had in helping me succeed. That kind of culture is hard to fake.”
As Little Real Estate ramps up its growth agenda, the company is being deliberate about who it brings on board. “It’s a unique environment,” Eldret said. “We’re focused on finding people who thrive in a culture built on collaboration, support, and shared success.”
In a market where disruption is increasingly common, Little Real Estate offers a quiet but powerful alternative: a stable, agent-first model where long-term success isn’t left to chance—or to the whims of a franchisee.
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