Dreaming of owning a commercial real estate brokerage?
I started my commercial real estate brokerage, Commercial Brokers International, in the early 2000s, and I can tell you from experience that launching a brokerage feels like a huge moment in your career. It’s exciting, a little overwhelming, and it’s the point where you stop thinking like an agent and start thinking like an owner.
Looking back, if I had the chance to do it again, I would buy an existing firm and shape it into what I wanted. That’s just my perspective, though, and your situation might be very different. So let’s walk through both options in a clear and unbiased way.
Before you make any big moves, you need to answer one major question:
Do you want to build a brokerage from scratch, or buy one that’s already up and running?
Neither choice is “right” or “wrong.” They each come with very different realities, and your decision will depend on your goals, your resources, and your appetite for risk and growth.
Starting Your Own Brokerage (a clean slate with total control)
If you're someone who’s drawn to building something from the ground up, launching your own brokerage can be a compelling path—it offers full control over your brand, your internal systems, and the company culture you want to create. From the outset, you’ll have the freedom to design everything to your standards without inheriting outdated tools, inefficient workflows, or values that don’t align with your vision. Starting fresh can also be more cost-effective, especially if you scale gradually, and it gives you the chance to carefully select who joins your team, establishing a strong foundation of standards and expectations early on. That said, the journey isn’t without serious challenges. In the beginning, there’s no built-in cash flow; every deal, every client, every hire has to be generated from scratch. Growth tends to be slow at first, especially as you build brand recognition, and you’ll likely wear every hat in the company—handling licensing, compliance, marketing, recruiting, operations, and more. Some days will feel like you're doing the jobs of five different people, because in many ways, you are. This route is best suited for someone who not only has solid industry experience and strong relationships, but also a clear long-term vision and the financial runway to weather the slower early stages of growth.
Buying a Brokerage (skipping the slow, early-stage struggle)
Buying a brokerage can be a compelling option for those looking to fast-track their entry or expansion in the commercial real estate space. It allows you to step into an operation with existing revenue, a roster of agents, and functioning systems—giving you a head start compared to building from scratch. You’ll likely inherit a client base, established processes, and some level of market recognition.
However, this route isn’t without challenges. It requires significant upfront capital, and you may have to contend with inherited issues such as outdated contracts, liabilities, or a company culture that clashes with your vision. Changing that culture can be difficult, and agent retention during an ownership transition isn’t guaranteed. Some may leave, while others may expect renegotiated terms.
This strategy suits brokers who are confident leaders, ready to engage a team that didn’t initially choose them. Most new owners take a transitional approach: buy a smaller or underperforming firm, keep the parts that work, and reshape the rest. You gain immediate momentum and the ability to make the business your own—just with fewer unknowns and a shorter ramp-up time.
So… what’s the smarter decision?
It really depends on who you are and what you’re working with.
If you have limited funds but a strong vision, good personal reputation in the area and willingness to grind: Start your own brokerage; If you have capital and want immediate presence in the market: buy a brokerage
And if you have capital, but want speed, cash flow, and the ability to rebuild something your way: buy and rebuild.
Whether you start a brokerage or buy an existing one, what matters most is how you lead once you’re in the owner’s seat. Strong culture, solid systems, and your ability to attract and develop good agents are the real difference-makers.
Both paths can work. Both can create significant opportunity and long-term wealth. The key is choosing the path that aligns with your strengths, resources, and long-term goals.
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