Kitchener-Waterloo based · Serving real estate teams and brokerages across Canada.
Your brokerage produces a trade report. Your accountant produces financial statements. They describe the same business and they have never been compared to each other.
We reconcile the two every month, deal by deal, then build the reporting layer that neither one can produce on its own.
Both are a deal. Both count as an end. They do not leave the same amount behind.
Put share of deals next to share of gross commission and the mismatch shows up immediately. One listing side can be worth close to two buyer sides. That is the gap between where the effort goes and where the money comes from, and it changes what you tell your agents to chase.
Lead sources, staff, software, coordination. Spread across the deals that actually closed, that is a real number, and it moves quarter to quarter.
Put it next to what the business kept per deal and the two lines either hold apart or they cross. We have seen a team keep less per closing than it spent producing one, for a full year, while volume looked healthy the entire time.
Your operating costs are close to flat. Your company dollar is not. Put the two on the same chart and every month either cleared the line or it did not.
Most teams find a small number of months carried the rest. Knowing which ones, and why, is the difference between planning a year and surviving one.
A team leader who still lists and closes carries almost no split, so that commission lands nearly intact in the same profit and loss as everyone else’s.
Separated out month by month, you see two things at once: how much of the business is yours, and whether that share is falling as the team takes over. That trend line is the clearest answer anyone can give you about whether you are building a business or a job.
Production reporting is the missing half of a real estate team’s numbers. Your accounting file knows what you spent. Your brokerage export knows what you produced. Neither can tell you what a deal is worth to the business, because that answer needs both.
We combine them and the result feeds your monthly CFO report, which is where the numbers turn into decisions.
| 1 |
You send the export once a monthWhatever your brokerage platform produces. We take it from there. If you are not sure which report, we will tell you exactly which one and where to find it. |
| 2 |
We reconcile it against the booksDeal by deal, to zero. Anything that does not tie gets chased and explained, not written off to rounding. |
| 3 |
The production layer is builtEnds, sides, volume, company dollar, agent contribution and pipeline, all sitting on top of numbers that agree with your financial statements. |
| 4 |
You get the reportEvery month, in plain language, ending in the two or three decisions in front of you. Plus an annual production review covering the full year. |
Because their report knows nothing about your costs. It can tell you what you produced. It cannot tell you what a deal cost you to produce, or what your business kept. Those answers only exist when production data and accounting data are joined.
All of the major ones. The export format differs by platform, so the first month involves mapping yours. After that it is a routine monthly process.
Not reliably. The whole point is that production ties to the accounting file. If the books are not built around splits and deal sides, there is nothing solid to reconcile to.
Only what you choose to share. Some team leaders share agent-level production and keep company dollar to themselves. Others share everything. That is your call and we build it either way.
As far back as your exports and your books allow. A full prior year gives you comparatives from the first report, which is usually worth doing.
Included on every tier, because without it the rest of the reporting cannot be trusted. See how our pricing works.
A 25 minute call. Tell us which brokerage you are on and how the team is structured, and we will tell you what we would look at first.