Our Connect conference is held every three years. Everyone in the Ray White Group was invited.
Holding it more frequently would risk its uniqueness and make it less special. The three year cycle enables us to invest in a spectacular event.
This year's Connect conference was exceptional. We were delighted with its success. The only disappointment was not being able to cater to everyone who wanted to come; despite hosting over 3,000 members at maximum capacity, we still had many hundreds more members on the wait list.
Connect comprises many parts. Its core includes two days of plenary sessions, featuring internal and external speakers discussing a wide range of topics relevant to all of us. This extends beyond specific real estate skills to encompass leadership, personal development, teamwork, and broader technology trends. It also includes an afternoon of breakout sessions, largely featuring our own members talking about areas in which they are market leading.
A Connect conference would not be the same without a trip to The Shed in Crows Nest. This year it also included a Leading Ladies' lunch which was a very popular addition to the program.
Recognition is also central to Connect. Our international awards night is always a special event - a black tie dinner followed by world-class music performers. Our annual awards for RWC and Ray White Rural were also held.
The following pages summarise all the events of Connect 2025. It showcases the depth of talent presented to our members and the opportunities we all had to learn and develop together.
However, what the following pages do not highlight is the most important element of Connect: the way our members connected with each other to learn, inspire, congratulate, and challenge. Many friendships were started, and many more continued to develop. It fosters a sense of belonging to something that started over 123 years ago and continues to get stronger. The energy at the event evidenced the pride that our members have to be on this journey together. The awards night and the closing party seemed more like a festival than a conference.
We were thrilled to see how our members seized the opportunity to connect, be inspired and realise the potential that we all have to keep
THE SHED OPEN DAY
SUNDAY 10 AUGUST
A special chapter was added to the Ray White story as 55 Life Members were honoured with their names inscribed on a new scroll now proudly displayed on Ray White’s original desk at The Shed in Crows Nest, Queensland.
Nearly 400 members, including 14 Life Members, made the journey to the historical village as part of The Shed Open Day, ahead of Connect 2025 on the Gold Coast. It was a meaningful opportunity to reflect on the legacy and values that continue to shape the Ray White Group today.
“Becoming a Life Member of the Ray White Group is a recognition of a member’s very significant contribution to our family group over a long period of time.
“It is reserved for members who have demonstrated extraordinary dedication, and without them our group would be in a very different position.
“The criteria to become a Life Member is brief, simply being retired and that our group would not be in the position it is today if not for them,” Dan White said.
Some Life Members who attended The Shed Open Day included:
GREG AND JAN BURBIDGE
JIM AND MAUREEN DOIG
JULIE ROBB
LES AND CAROLE ROBINS
ANGELA CAPITANIO
PAUL STIRLING
JOHN BERNO
NARELLE ROBINSON
HELEN AND MARK BOMAN
The day also featured whip cracking, billy tea and damper, a food fair, and a charity auction, held by Ross Whiston of Ray White Gawler East, that raised nearly $4,000 for the volunteers of the Crows Nest Historical Village who look after The Shed.
Members reflected on their own journeys and the legacy they’ve become part of.
“I vaguely remember coming here as a kid with my parents who used to own Ray White Caloundra,” Paul Butler, Director of RWC Noosa and Sunshine Coast said.
“I just found my mum and dad’s name at the bottom of the Life Member’s List, as well as Tracey Ryan from my office - it’s pretty special.”
Ray White Stocker Preston director Mike Tucker said it felt amazing to come back to where it all started.
From heartfelt stories to shared memories, the day was a beautiful reminder of what it means to be part of something bigger - a family business built on hard work, care, and lasting relationships.
Lunch
SUNDAY 10 AUGUST
The Gold Coast glittered with talent, tenacity, and inspiration as 250 guests gathered at The Star for the most significant Leading Ladies of Real Estate lunch since its inception in 2021.
Marking a new milestone for the initiative, the soldout event brought together powerhouse women from across the industry, culminating in an intimate and captivating keynote interview with Kate Reid, the Formula 1 engineerturned-pastry-pioneer behind Lune Croissanterie.
“In a very male-dominated industry, it takes an awful lot of tenacity to be seen and to be noticed and to prove your way into it,” Dr Reid said.
“I was just like a dog with a bone - everything I did, every second of my day, had to be working towards Formula One.”
Dr Reid said she knew she wanted to be an aerodynamicist in the F1 world since she was 14.
“I famously wrote myself a letter at 14, pledging that by 25 I would be offered a job with the Williams F1 team,” she recalled. “And I got there at 23.”
However, the reality of the F1 industry wasn’t what she dreamed it would be, and she became depressed and unwell to the point of leaving England and moved back to Melbourne.
Dr Reid started Lune out of a love for baking, and channelled her obsessive love for F1 engineering into croissants.
“There was no plan for an empire - just making the best croissant possible. People would queue around the block. That was when I realised this wasn’t just a bakery, it was
something people would travel for.”
When asked by a member of the audience, what was the best advice you’ve ever been given, Dr Reid gave a thoughtful response.
“My dad said to me, ‘nothing has to be forever.’ It’s the best advice I’ve ever been given. We only have one life. If what we’re doing isn’t bringing joy, fulfilment, and growth, then taking the leap is the only option. Otherwise, we’re just wasting our one life.”
The afternoon also featured dynamic live Q&A sessions with some of the industry’s most inspiring female leaders, each sharing their unique experiences, lessons, and leadership insights with authenticity, offering a powerful reminder of the collective strength and diversity within the Leading Ladies initiative.
RWC AWARDS
SUNDAY 10 AUGUST
The RWC network came together in spectacular fashion on the Gold Coast, marking the end of a record-breaking year with their Annual Awards - an evening of celebration, reflection, and momentum ahead of Connect 2025.
The awards recognised exceptional performance across the network and reflected on what has been a defining year for RWC. Head of Commercial James Linacre took the stage to reflect on the group’s record-breaking achievements, praising both the numbers and the mindset behind them.
“This has been our most successful year yet - and not just by the numbers. It’s about the mindset, the consistency, the clarity and the culture that’s taken root across our network. We’ve seen strong growth in every area - sales, leasing, property management, valuations, projects - and from
every corner of the country. With four new offices opening, RWC Tasmania, RWC MC, RWC Industrial City South and RWC The Collective, the entire network is moving forward with momentum.
“We’re not just a group of offices anymore - we’re becoming a true national commercial force. A destination for top talent.”
The highest honour of the night, the Directors Cup, was awarded to Michael Shadforth, Chris Massie, and Ashley Rees from RWC Northern Corridor Group.
Michael spoke on behalf of the team, saying, “We’re incredibly proud of our team and the energy they bring every day. Being part of the Ray White family and this network is a privilege. RWC is absolutely the next big thing in commercial real estate, and we’re just getting started.”
RWC AWARD WINNERS 2025
PROPERTY MANAGEMENT AWARDS
PROPERTY MANAGEMENT GROWTH - GROSS NEW MANAGEMENTS
RWC Tasmania
PROPERTY MANAGEMENT GROWTH - REVENUE
RWC Southwest
PROPERTY MANAGEMENT BUSINESS OF THE YEAR
RWC WA
PROPERTY MANAGEMENT TEAM OF THE YEAR
RWC Canberra
PROPERTY MANAGER OF THE YEAR
Dylan Penny - RWC Northern Corridor Group
PROPERTY MANAGEMENT RISING STAR
Adrian Harb - RWC Western Sydney
PROJECTS AWARDS
PROJECTS RISING STAR
Chelsea Casey - Ray White Projects SA
TOP 3 PROJECTS PERFORMERS - TRANSACTION NUMBERS
No. 1 Jed Redden - Ray White Projects SA
No. 2 Kieron Stedman - Ray White Projects NSW
No. 3 Eddie Mansour - Ray White Projects NSW
TOP 3 PROJECTS PERFORMERS
No. 1 Eddie Mansour – Ray White Projects NSW
No. 2 Kieron Stedman – Ray White Projects NSW
No. 3 Jed Redden – Ray White Projects SA
TOP 3 PROJECTS OFFICES - TRANSACTION NUMBERS
No. 1 Ray White Projects NSW
No. 2 Ray White Hong Kong
No. 3 Ray White Projects SA
TOP 3 PROJECTS OFFICES
No. 1 Ray White Hong Kong
No. 2 Ray White Projects NSW
No. 3 Ray White Projects SA
SALES AND LEASING AWARDS
SALES AND LEASING RISING STAR
Alex Sinclair – RWC Bayside
TOP 10 SALES AND LEASING PERFORMERS
No. 1 Andrew Jolliffe – HTL Property
No. 2 Dan Dragicevich – HTL Property
No. 3 Jackson Rameau – RWC Gold Coast
No. 4 Peter Vines – RWC Western Sydney
No. 5 Andrew Jackson – HTL Property
No. 6 Travis Rayner – RWC Burleigh Group
No. 7 Chris Massie – RWC Northern Corridor Group
No. 8
Mark Creevey and Tony Williams –Ray White Special Projects Qld
No. 9 Scott Stephens – RWC Sydney North
No. 10 Matthew Fritzsche - Ray White Special Projects Qld
TOP 10 SALES AND LEASING OFFICES
No. 1 HTL Property
No. 2 Ray White Valuations
No. 3 RWC Gold Coast
No. 4 RWC Northern Corridor Group
No. 5 RWC Western Sydney
No. 6 Ray White Special Projects Qld
No. 7 RWC WA
No. 8 RWC Noosa & Sunshine Coast
No. 9 RWC Southwest
No. 10 RWC Bayside
AUCTION AWARDS
TOP 3 AUCTION PERFORMERS
No. 1 Jackson Rameau – RWC Gold Coast
No. 2 Lachlan O’Keeffe – RWC Retail QLD
No. 3 Samuel Hadgelias – RWC SC
TOP 3 AUCTION OFFICES
No. 1 RWC SC
No. 2 RWC Gold Coast
No. 3 RWC Western Sydney
GROWTH AWARDS
TOP PERFORMER - GROWTH
Emily Pendleton – RWC Northern Corridor Group
TOP OFFICE - GROWTH
RWC SC
TRANSACTION NUMBERS AWARDS
TOP 5 PERFORMERS - TRANSACTION NUMBERS
No. 1 Scott Stephens – RWC Sydney North
No. 2 Frank Giorgi – RWC Canberra
No. 3 Emily Pendleton – RWC Northern Corridor Group
No. 4 Troy Sturgess – RWC Northern Corridor Group
No. 5 Lisa Dunne – RWC Industrial M1 North
TOP 10 SALES AND LEASING PERFORMERS
No. 1 RWC Northern Corridor Group
No. 2 RWC Noosa & Sunshine Coast
No. 3 RWC WA
No. 4 RWC Canberra
No. 5 RWC Townsville
LEASING AWARDS
TOP 5 LEASING PERFORMERS
No. 1 Jeremy Piggin – RWC Sydney Office Leasing
No. 2 Troy Sturgess – RWC Northern Corridor Group
No. 3 Scott Stephens – RWC Sydney North
No. 4 Luke Pavlos – RWC WA
No. 5 Frank Giorgi – RWC Canberra
TOP 5 LEASING OFFICES
No. 1 RWC Sydney Office Leasing
No. 2 RWC Northern Corridor Group
No. 3 RWC WA
No. 4 RWC Noosa & Sunshine Coast
No. 5 RWC Canberra
CLIENTS’ CHOICE AWARDS
CLIENTS’ CHOICE - INDIVIDUAL
James Garnett – RWC Northern Corridor Group
Theo Karkanis – RWC Oakleigh
Troy Sturgess – RWC Northern Corridor Group
CLIENTS’ CHOICE - OFFICE
RWC Central Coast
RWC Gateway
RWC Northern Corridor Group
MARKETING EXCELLENCE AWARDS
MARKETING EXCELLENCE - BRAND AMBASSADOR
Peter Vines – RWC Western Sydney
MARKETING EXCELLENCE - OFFICE
RWC SC
ADMINISTRATION AWARDS
ADMINISTRATION INDIVIDUAL OF THE YEAR
Monh Monh Ly – RWC Western Sydney
SPECIAL AWARDS
TRANSACTION OF THE YEAR
3 Figtree Drive and 6 Herb Elliot Avenue, Sydney Olympic Park
Peter Vines, Victor Sheu & Ian Hetherington - RWC Western Sydney and RWC Capital Transactions
DIRECTOR’S CUP
Chris Massie, Michael Shadforth and Ashley ReesRWC Northern Corridor Group
RAY WHITE RURAL AND LIVESTOCK AWARDS
SUNDAY 10 AUGUST
Over 250 guests gathered on the Gold Coast to recognise the top-performing offices and individuals in the Ray White Rural and Livestock network.
Ray White Rural CEO Matt White praised the group’s ability to “bat above its weight,” particularly in property promotion and innovation - from pioneering video marketing to leading in print media exposure.
“Our scale is our point of difference, and Ray White Rural is a significant part of the wider group.”
With over 3,000 people attending Connect 2025, the Rural and Livestock network continues to be a vital contributor across the broader Ray White family.
Matt also reflected on the powerful experience of visiting The Shed in Crows Nest, now a highlight of Connect, where more than 200 members paid tribute to the group’s origins and values.
A special moment was reserved to thank Stephen Nell, who served as CEO for the past eight years. Matt acknowledged Stephen’s lasting legacy in building a strong corporate team and setting the group up for continued success.
“Our mission remains clear - to challenge, inspire, and support you in building great careers and businesses. We’re proud of what we’ve achieved, and even more excited about what’s ahead.”
RAY WHITE RURAL AND LIVESTOCK WINNERS 2025
OUTSTANDING CONTRIBUTION AWARD
Bruce Douglas, Ray White Rural Queensland
CHARLIE MAHER AWARD
Keegan de Roo - Ray White Livestock Dalby
TOP BUSINESS - SETTLED COMMISSION
Ray White Rural Parkes | Forbes | Condobolin | West Wyalong
TOP OFFICE - SETTLED COMMISSION
Ray White Emerald
TOP LIVESTOCK OFFICE
Ray White Richardson & Sinclair
TOP SALESPERSON - SETTLED COMMISSION
Matt Cleary, Ray White Rural Toowoomba
TOP PRINCIPAL (SETTLED COMMISSION)
Mark Muldrew Ray White Emerald
TOP COMPETITION CREATOR (OFFICE)
Ray White Rural Parkes | Forbes | Condobolin | West Wyalong
TOP COMPETITION CREATOR (INDIVIDUAL)
Jim O’Donoghue,
Ray White Rural Parkes | Forbes | Condobolin | West Wyalong
BRAND TERRITORY LIVESTOCK MARKETER OF THE YEAR
Ray White Livestock Daily
BRAND TERRITORY PROPERTY MARKETER OF THE YEAR
Bruce Douglas Ray White Rural Queensland
BRAND TERRITORY PROPERTY CAMPAIGN OF THE YEARGATEWAY FARMS
Rob Chapman and Gabby Wyse,
Ray White Rural Manning Valley
COMMUNITY CONTRIBUTION
Ray White Rural Kilcoy
PROPERTY MANAGEMENT (REVENUE)
Ray White Rural Parkes | Forbes | Condobolin | West Wyalong
PROPERTY MANAGEMENT (NET GROWTH)
Ray White Rural Oakey
PROPERTY MANAGEMENT TEAM OF THE YEAR
Ashlee Croft, Betty Cox and Susie Campbell, Ray White Rural Crows Nest
PROPERTY MANAGER OF THE YEAR
Claire Vidler, Ray White Rural Atherton
PROPERTY MANAGEMENT TEAM OF THE YEAR
Ashlee Croft, Betty Cox and Susie Campbell, Ray White Rural Crows Nest
OFFICE/OPERATIONS MANAGER OF THE YEAR
Rebecca Poulter, Ray White Rural Guyra | Armidale and Kelle Nicholas, Ray White Rural Albury | Wodonga
SALES ASSISTANT OF THE YEAR
Josiah Jensen, Ray White Rural Esk | Toogoolawah and Wanda Robertson, Ray White Biloela
ADMINISTRATION TEAM OF THE YEAR
Lucy Hill and Makenzie Schoenberg, Ray White Rural South Australia
ADMINISTRATOR OF THE YEAR
Clare Southwell, Ray White Rural Yass
CLIENTS’ CHOICE (OFFICE)
Ray White Rural Lifestyle Sydney
Ray White Rural Dorrigo | Bellingen
Ray White Bungendore
CLIENTS’ CHOICE (INDIVIDUAL)
Netty Wendt - Ray White Rural Gracemere
Kaitlyn Smart and Shaun Ryan - Ray White Tumut | Gundagai
Kristy Markham - Ray White Rural Lifestyle Sydney
NUMBER 1 ADVERTISERS
Advertiser - Stock Journal - Ray White Rural South Australia
Advertiser - Stock & Land - Ray White Rural Toowoomba
Advertiser - North Queensland RegisterRay White Geaney | Kirkwood
Advertiser - Queensland Country LifeRay White Rural Queensland
Advertiser - The Land - Ray White Rural Yass
ONE MONDAY 11 AUGUST
CONNECT 2025 KICKS OFF AND THE EXHIBITION HALL OPENS
The energy was electric on Monday morning as the Auction Aria kicked off Connect 2025 with a selection of our group’s auctioneers - Valentina Parra, Tiera Butkus, Angela Limanis, Dave McMahon, Ben East, John Morris and Haesley Cush -
alongside an unforgettable performance of Madonna’s ‘Like a Prayer’. With harmonies, high notes, and plenty of heart, this unexpected ensemble lit up the room and set the tone for the rest of the conference - bold, joyful, and unapologetically Ray White.
Throughout the conference, members had access to our partners, sponsors and corporate teams in the multi level exhibition hall where they could ask questions, gain insights and take a first look at new products and exciting resources.
MASTERING LEADERSHIP DECISION-MAKING
PROFESSOR BORIS GROYSBERG AND BRIAN WHITE (AO)
The opening keynote of the conference delivered more than insight, it offered perspective. It wasn’t just about strategy or influence; it was about how leadership, at its best, shapes the conditions for sound decisions.
In this compelling session, Professor Boris Groysberg and Brian White took the audience on a journey from the White House to the boardroom, tracing the DNA of leadership through moments of crisis, transformation, and growth. A world-renowned professor of business administration at Harvard Business School, where he teaches talent management and leadership in the MBA programme, Professor Groysberg has become a valued part of our organisation through his
ongoing role in our annual Leadership Academy.
As the session unfolded, a clear message emerged - great leaders don’t just make decisions, they build the environments where decisions thrive.
TWO CRISES, ONE LESSON
Professor Groysberg began with a striking contrast from John F. Kennedy’s presidency, starting with the 1961 Bay of Pigs invasion, a failed mission to overthrow the Cuban government. Despite clear warning signs, the plan was approved with nearunanimous support from the president’s top advisors, a group widely considered among the most brilliant minds in the country.
“What went wrong?”
Professor Groysberg asked the room. The answer, he said, wasn’t just strategic, it was psychological. The president
trusted inherited plans. Experts went unchallenged. And a lack of dissent sealed the failure.
Fast forward 18 months to The Cuban Missile Crisis, one of the most dangerous standoffs in history. This time, Kennedy’s approach was different. He encouraged opposing viewpoints. He split his team into competing groups to test assumptions.
“Leadership is not just about the decision you make, it’s about how you make it, and who you let help shape it.”
Where Professor Groysberg offered a historical lens, Brian brought lived experience. He stepped into leadership of the family business. Over the decades, he helped transform it into a national, and now international, powerhouse.
“I had the potential to become a leader, because this is how I expressed myself at every opportunity. And when you
know what you want, you’re prepared to take whatever time is required to do something,” Brian said.
Brian recalled pivotal moments when expansion felt risky, competition was fierce, and the temptation to play safe was strong. But instead of retreating, he doubled down on what he believed in: marketing, auctions, and people.
At the heart of Brian’s leadership was not just strategy, but belief in the business model, in the people within it, and in the power of showing up with purpose.
“Be a good leader,” Brian’s father Alan told him. It was both a challenge and a compass.
FRAMING THE FUTURE
When it comes to decision making, leadership is not just about captain’s calls. Neither is it being the smartest person
in the room or immediately having all the answers. It’s about asking better questions, building cultures where truth is welcomed, making space for challenge even when it’s uncomfortable, and learning from our lessons.
As the session closed, one message lingered - great leadership is not defined by a single decision, but by the systems and values that guide every decision.
From Oval Office standoffs to boardroom milestones, the environments leaders create, for themselves, their teams, and their organisations, are what ultimately shape success or failure.
LEADERSHIP IS NOT JUST ABOUT THE DECISION YOU MAKE, IT’S ABOUT HOW YOU MAKE IT, AND WHO YOU LET HELP SHAPE IT.”
EXPLORING OUR HORIZONS AND BEYOND DAN, SAM AND BEN WHITE
The second session of Connect set a powerful tone for the future, blending strategy with heart from the family's fourth generation.
Dan White’s opening remarks noted, “there is a lot that we are proud of as a group, but the best thing about the group, the most special, happens when we all connect with each other. Offer friendship, support, and advice. Learn together, congratulate performance, challenge each other - that is when the magic happens. That is why this Connect conference is so important.”
The message was clear: our collective strength is our greatest asset. And in a world defined by disruption, that strength is what will carry us forward.
The session looked firmly to the future, with a focus on navigating industry trends, strengthening network behaviours, and embracing both challenges and opportunities. Underpinning these conversations was a clear sense of pride - in the network’s resilience, adaptability, and ongoing growth.
Market share remained a key marker of momentum, giving leaders the confidence to reinvest and push forward. Our market share is at record levels. Despite a testing environment, property management continued to grow its client base, while commercial, rural, and Concierge services each
experienced growth - evolving to meet changing market demands and leveraging technology to stay ahead.
Loan Market celebrated its 30th year, now facilitating 20 per cent of all mortgages in Australia, and 25 per cent in New Zealand, with market share driven largely by trust and word of mouth.
“The whole industry has grown and Loan Market Group is the largest. We hit one million loans last year - and that was a milestone,” Loan Market founder and Executive Chairman Sam White said.
Ailo grew from just under $10 million in monthly payments to $250 million, supporting over 100,000 properties, up from just 6,000 on the platform.
The session then moved to the Three Horizons Framework - a model designed to help organisations balance immediate performance with long-term innovation.
OUR COLLECTIVE STRENGTH IS OUR GREATEST ASSET. AND IN A WORLD DEFINED BY DISRUPTION, THAT STRENGTH IS WHAT WILL CARRY US FORWARD.
Horizon 1 includes core businesses like Ray White, Loan Market, and Ray White Capital - well-established, high-performing platforms that continue to evolve.
Horizon 2 represents emerging ventures with momentum and customer traction, including Ailo, NurtureCloud, NEOVAL, and Asset Finance.
Horizon 3 is home to earlystage innovations - bold experiments with long-term promise, such as Uplist, Deposit Holder and VPA.
This approach empowers the group to deliver today while investing in tomorrow, ensuring continued relevance, growth and staying at the cutting edge.
“30 years ago, Loan Market was a Horizon 3 idea. Today, it’s a cornerstone of our core business.”
Innovation featured prominently, with several new initiatives highlighted, each designed to support agents, improve the customer experience, and increase business efficiency. These included Uplist - a digitalfirst marketing tool reaching buyers before properties go live on portals, and Deposit Holder - simplifying trust accounting and fund management. These innovations are designed to strengthen relationships, improve performance, and ensure the agent remains central to the value chain.
The conversation also challenged long-held assumptions about what growth really meansparticularly in property management. By shifting the narrative from “rent collection” to customer lifetime value, the group unlocked a new vision of growth - one that fuels both business performance and career opportunity.
Market share growth of 20 per cent over the past five years had been achieved “without any increase in office numbers.” Success remains “suburb by suburb, community by community, leader by leader challenge,”
with a call to keep “attacking” rather than defending. Leaders were urged to find confidence in identifying opportunities and to build businesses that will be of a size we have not had before.
While we are so fortunate to be part of such a strong and well established industry, the question was asked: what would have to happen here for us and our industry to fracture and fail? Will it happen if we don’t keep improving the value that we provide, and what our business owners provide, to our members? It might
fail if we don’t become more productive - more efficient in achieving more with the same amount of resources. The playbook developed by Mark McLoud and the performance team is focused exactly on this issue. It might also fail if the complexity of operating a business keeps rising and becomes overwhelming. It might also fail if we don’t stay together on our technology journey and harness the benefits that come from our unique size and diversity.
AI emerged as a major opportunity and challenge.
It’s already embedded across many platforms within the network and it will continue to evolve how agents, businesses, and customers interact. It drives some of the key features of Nuturecloud.
“AI will change everything, but the real opportunity is to use it in a way that adds lasting value, while staying true to who we are.”
The session concluded with a powerful sense of realistic optimism. While
acknowledging challenges ahead, from economic uncertainty to competitive shifts, the message was ultimately one of confidence and collective strength.
“Despite challenges there’s also opportunities,” and the group is “in a wonderful place collectively” to leverage strength, face obstacles head-on, and “grab every opportunity we can.” The invitation was for all to “engage and write their own story moving forwards,” making the most of their time together at Connect.
AI WILL CHANGE EVERYTHING, BUT THE REAL OPPORTUNITY IS TO USE IT IN A WAY THAT ADDS LASTING VALUE, WHILE STAYING TRUE TO WHO WE ARE.
Dan’s session started by inviting the audience to reflect on the first chapter of the Ray White story, which began 123 years ago at The Shed in Crows Nest, Queensland and how the principles that were established there remain stitched into the fabric that holds us together.
He then went on to talk about our ambitions for the next chapter of our story.
Achieving market leadership over 15 years ago marked a pivotal moment in the group’s story, and for the writing of a new chapter. As Dan reminded the room, becoming market leader was no guarantee of future success. Simply having a large brand and network, as we saw from those we surpassed, can be a sign of decline. Leadership demanded evolution: helping business owners drive profitability, nurturing talent, building cutting-edge in-house technology, increasing the group’s media voice, and strengthening the customer experience.
This became what is described as “the springboard” - a twoway relationship between
the group and its members, built on mutual ambition. Throughout this springboard chapter, we saw continued growth in market share, and have gone from just being the largest group to clear market leadership. As Dan said: “our strongest period of growth occurred in the past five years. With no net change in our office numbers, our growth has come from improved effectiveness - I’d argue it was from better leadership.”
He challenged us all on whether we are telling our story well. The reason we talk about our story is that it creates a pathway for people to connect with us and reveals to them who we are, what we value, and why we are unique. It helps build interest and curiosity in us, and gives us opportunities to build relationships with those that are curious.
Dan emphasised the importance of the Ray White story, not as a marketing tactic or a promise, but as a truth. It’s four generations of unwavering commitment to better service. It sparks curiosity, opens doors, and connects deeply with both customers and team members. He urged attendees not to dilute this story by mimicking others - he reminded us that it’s human nature to forget or overlook our biggest strengths, and to try and find new attributes, and before we know it, we are copying someone else’s message. Celebrate what makes it unique, and pair the group narrative with their own personal stories.
He added that “the more our story is told, the more it lives, the more powerful it becomes. Let’s tell it well.”
Looking ahead, Dan introduced some important parts of the next chapter of our story.
BEING PROUD OF EVERY TRANSACTION
One of the strongest messages from Dan’s session was the importance of respecting the privilege we are given to represent our customers. Success, he noted, is being proud of every transaction, which requires hard work, honesty in our communication, and no shortcuts. He spoke candidly about situations where the privilege was disrespected and the decision was made to part ways, but the damage was done to all of us.
He said that “finding the right balance between our responsibility to support our members and our bias to believe what they are telling us, on one hand, with having a healthy level of concern and curiosity on the other handwill always have its challenges. We have not always got this right, and I take responsibility for that.”
Today’s tools help us demonstrate to our clients that we have done everything possible for them to achieve the best outcomes. Platforms like NurtureCloud’s property portal, and Stockboard show our customers and the regulators exactly what’s been done: calls, inspections, marketing, traffic - and customer feedback on these new developments have been fantastic. Transparency, far from being a burden, is now a vital differentiator for us.
All leaders in our group can signal the importance we place on customer service. Our media releases on auctions now focus on the human stories of why the auction method best serves buyers and sellers, just as much as they focus on our auction statistics. PM Gems is a highlight every month, showcasing our customer service super heroes. The White Report celebrates
special moments of everyone’s service, every quarter.
WE BRING THE WHOLE TEAM
Another key part of our next chapter is delivering the full strength of the group to every customer through the new campaign, “We bring the whole team.” This message has already been included in our marketing, agent profiles, signage, social media, and even across AFL stadiums. It talks not just to our market size, but also to our connectedness and giving customers a unique experience.
Key unique technology like the AI-powered Smart Buyer Match and a new unified raywhite.com will enhance buyer connections and online presence and ensure we create the most competition. Our new ‘Ray White Now localised’ will enable us to communicate our own message to our
communities. A new national leadership team in property management will boost collaboration and career growth. Emphasising teamwork, trust, and specialist support through the “We bring the whole team” campaign, launching later this year, this campaign aims to strengthen business performance, market share, and profitability.
Dan noted that bringing the whole team takes a lot of energy, perseverance and communication but “when it happens the service is deeper, more consistent and unique. It embodies the adage: ‘if you want to go fast go alone, if you want to go far then go together’. We know it will take many years of work, like chapters of the past”.
Dan closed by recognising the collective strength of the network and the opportunities ahead. The group is in its strongest position ever,
and the future is filled with potential, thanks to the curiosity, energy, and daily efforts of its members.
Our commitment as a family is to keep moving forward and ensure our best days are ahead.
“And remember, we remain the hunter, not the hunted”.
THE MORE OUR STORY IS TOLD, THE MORE IT LIVES, THE MORE POWERFUL IT BECOMES. LET’S TELL IT WELL.
LIFE IN THE FAST LANE: HIGH PERFORMANCE, PRESSURE AND LIFE AFTER F1
DANIEL RICCIARDO WITH MEL MCLAUGHLIN
In one of the most anticipated sessions of the conference, Daniel Ricciardo offered an honest and thoughtful reflection on life both on and off the track. Best known for his fearless racing style and magnetic personality, he shared how the past year has been a period of self-discovery and change.
SLOWING DOWN TO RECONNECT
After years of living in the fast lane, Daniel revealed that this year has been dedicated to slowing down, spending time in nature, and reconnecting with who he is beyond motorsport. “I’ve lived the high-speed life for so long,” he shared. “This year has been about stillness, hiking, going to Alaska, and really figuring out who I am beyond being a race car driver.”
Daniel spoke candidly about the transition from a career driven by ambition and individual success to a more grounded, relationshipfocused outlook. “I had to be selfish and put myself first to get where I did in racing,” he said. “Now I’m working on being more selfless - being there for the people who were always there for me.”
AUSTRALIAN ROOTS, GLOBAL JOURNEY
Though he left Australia at 17, Daniel’s national pride remains strong. “Australia will always be home,” he said. “No matter how far I’ve gone, the moment I land back there, I feel happy and at peace.” He credited the shared sacrifices of Australian athletes abroad for the strong bond they share and their success in global motorsport.
ON RACING, RISK, AND REPUTATION
From his early karting days to the F1 podium, Daniel recounted his journey with humility and insight. While his easygoing persona became his trademark, he admitted he had to cultivate the aggressive edge needed to compete at the top.
“I’m naturally easygoing, so it didn’t come automatically.”
part of racing, and he’d rather take a bold chance than play it safe.
“It’s instinct. You don’t hesitate. Like in life, you’ve got to take the chance when it comes.”
THE NETFLIX EFFECT
Daniel credited ‘Drive to Survive’ with broadening the reach of Formula 1. “It gave new life to the races that didn’t always get attention. Suddenly, people cared about every team, every story.”
IT’S INSTINCT. YOU DON’T HESITATE. LIKE IN LIFE, YOU’VE GOT TO TAKE THE CHANCE WHEN IT COMES.
“The helmet was the switch,” he explained. “It symbolised safety but also told me it was no longer a game. Time to be tough.”
Daniel reflected on his reputation as one of F1’s best overtakers, describing it as a skill rooted in instinct and split-second decisionmaking. He emphasised that overtaking is risky but rewarding, requiring commitment and courageboth on the track and in life. For him, it’s the most exciting
LOOKING AHEAD
As the conversation drew to a close, Daniel reflected on what’s next: “For the first time, I’ve allowed myself to slow down and ask the hard questions: ‘Am I happy? What do I really want to do next?’ Whatever I choose, I’ll give it everything.”
This session was a powerful reminder that success isn’t just about winning, it’s about growing, evolving, and staying true to yourself along the way.
BREAKOUT SESSIONS
OUR TECH ODYSSEY: WHAT IS ON OUR HORIZON?
PRESENTED
BY
Michal Kot - CEO, NurtureCloud
Mark McLeod - Chief Strategy Officer (Real Estate)
“15 years ago, we began what we called a “journey of data.” Even now, as we stand on the cusp of AI integration, I believe geographical data remains the most important goal for our company.” This is how Mark McLeod prefaced his breakout with Michal Kot, CEO of NurtureCloud, in their Connect breakout session.
Mark spoke about the beginning of tracking the full journey of data - from a family’s initial decision to buy or sell, through every touchpoint in the process. This led to the evolution of the One System platform, backed by Jason Alford’s One System team and supported by our Concierge business, with an ever-present emphasis on clean data.
Today, our network holds exclusive data no one else can access. The scale and uniqueness of that dataset gives us an advantage that will power our AI future far beyond what competitors can achieve.
At the heart of NurtureCloud is the concept that Ray White agents don’t just bring their own local market knowledge; they bring the collective relationships of every agent, across Australia and New Zealand. Every data point, every inspection, every inquiry and every offer feeds into a powerful central system that learns, interprets, and delivers actionable insights for vendors.
NurtureCloud’s journey with the Ray White Group began nearly five years ago. Today, over 6,600 members use it monthly, with 4,000+ using it daily.
Two million + property portal views in the last year, improving vendor experience and feeding AI predictions
We’ve evolved from Smart Call V1 to V2, adding more insights and propensity scoring. Now, we’re working on V3 - smarter, more intuitive, and built from user feedback.
OVER 6,600 MEMBERS USE NURTURECLOUD MONTHLY, WITH 4,000+ USING IT DAILY.
In recent years, breakthroughs in generative AI have accelerated dramatically. AI can now read, understand, and communicate in human language with remarkable fluency. We’re still at the start of this wave, but the biggest changes will come
from applying AI to specific industries, including real estate.
In NurtureCloud, AI is already speeding up development: from writing code to creating prototypes. It doesn’t replace expertise, it amplifies it. Teams are now embracing new workflows to keep pace with AI-driven acceleration. The result? Higherquality tools, delivered at unprecedented speed.
Far from theory, AI is already delivering practical results across the Ray White network, with AI assistants streamlining workflows and automating tasks like SMS campaigns, and digital employees, complete with phone numbers and inboxes, taking on administrative tasks so agents can spend more time in the community. Data shows that meeting a homeowner in their home increases the chance of winning a listing by over 400 per cent.
DATA ADVANTAGE AND CUSTOMER EXPERIENCE
Ray White’s unmatched data scale is now a core competitive advantage, fuelling AI systems that offer proactive business insights, smarter communication, and personalised customer interactions.
Live demonstrations showcased how AI is improving:
• Call conversion tracking
• Automated performance alerts
• Customer experience through chatbots and virtual assistants
CHANGING CONSUMER BEHAVIOUR
Next-generation buyers and vendors will be AI-empowered. They’ll research through AI before Google, be more informed, and possibly have their own AI assistants acting as intermediaries with agents.
New communication channels such as AI-powered calls and live chat, reflect a major shift in how clients engage with agents. This makes trust and relationships even more critical - clients must know they’re dealing with a real person.
THE THREE MUSTS:
Embrace AI tools: get hands-on early and build confidence
Explore all NurtureCloud features: many are still underutilised
Provide feedback: this system is built with you, not just for you
The strength of our AI systems depends on the data and insights provided by our network. The more you contribute, the more powerful and personalised these tools become. Ultimately, AI is not about replacing people - it’s about giving us more time to be physically present with our customers, where real trust is built.
STAY RELEVANT, STAY AHEAD: BECOME THE TRUSTED VOICE IN YOUR MARKET
PRESENTED BY
Nerida Conisbee - Chief Economist, Ray White Group
Chris Kohler - Finance Editor, 9News Network
In this engaging session, the spotlight turned to datahow it can be used not only as a business asset, but as your competitive advantage. Through reflections on media, social platforms, and trust-building, attendees were given a real-world view of how content, data, and communication have transformed in the past decade.
Looking back 10 years, the media landscape was dramatically different. Back then, getting featured in newspapers or on television relied on traditional gatekeepers - editors and producers deciding who was “chosen” to speak. The media was one-directional. You put out a press release, then waited for a call.
Today, the landscape has flipped. With the rise of social platforms, everyone now has access to their own channel, no longer needing permission to share opinions, insights, or expertise. This shift has created
an open, two-way conversation with audiences, where likes, comments, and shares have replaced editorial approvals.
THE MOVE TO SOCIAL MEDIA: PERSONALITY, SIMPLICITY AND AUTHENTICITY
While Chris is still firmly anchored in a traditional news role, spending 90 per cent of
his time with a microphone in hand, there was a conscious effort to let more of his personality shine through with his move to social media.
“Traditional media is very important but people spend so much time on their phones. I have completely lost the ability to be bored, so I might as well do things on social media. I talk to myself a lot anyway so
to my genuine surprise, it hit a note with people,” Chris said.
When asked what has been the most surprising thing that people are interested in, Chris simply responded with the geography of the audience. He explained that some posts really took off when he didn’t expect it. One video on beef tariffs brought in 60,000 new followers. Another, about banking competition, got 24 million views on Instagram. Much of the audience came from the US and UK even though he thought his content was too Australian-specific.
One key learning: data without context is just noise. Topics like economic policy, interest rates, and housing affordability can be complex, but audiences respond when these are broken down with clear data points and actionable insights, without caveats or jargon.
Chris also spoke about familiarity and consistency being key. Simple cues like filming every video at the same table, with the same backdrop and glassware build instant recognition and trust with audiences who scroll quickly and decide in seconds whether to engage.
Nerida explained that traditional (earned) media has become more competitive, making it harder to share her team’s proprietary data and insights. As a result, her team recognised that owning their data narrative was crucial. By leveraging their unique access to real estate transaction data and market intelligence, they could provide insights no one else could offer, especially to
connect with under 45s who are actively researching their property decisions.
The data reveals why this approach works: consumers now take nearly double the time to make property decisions - from 23 weeks to 44 weeks in just two years. That’s nearly 11 months of research, creating countless touchpoints where data-driven insights build trust and authority.
By combining owned media (social channels and newsletters) with data-led content, the team has built a reliable way to deliver consistent, relevant messages. These include weekly wraps with data “cheat sheets”, monthly reports, social media content, information sessions and data visualisation.
This session was a powerful reminder that the combination of data, media, and personality creates a powerful platform.
When used wisely, it becomes a true competitive advantage - one that builds trust, drives engagement, and positions agents and brands for longterm success.
TRADITIONAL MEDIA IS VERY IMPORTANT BUT PEOPLE SPEND SO MUCH TIME ON THEIR PHONES. I HAVE COMPLETELY LOST THE ABILITY TO BE BORED, SO I MIGHT AS WELL DO THINGS ON SOCIAL MEDIA.
UNDERSTANDING AMBITION TO EMPOWER THE FUTURE GENERATION
PRESENTED BY
Tony Warland - Director, Ray White Queensland
Carey Smith - Executive Chairman, New Zealand
Brett Graham - Succession and Business Advisor, Ray White Group
The Nova Project has been integral to the success of many Ray White business owners looking to extend, grow or exit their business. The program is designed to support business owners and leaders from their first leadership role through to their final handover.
The NOVA Project is a passiondriven initiative built from the collective experiences of its founders - Tony Warland’s original vision, Brett Graham’s expertise in business architecture, and Carey Smith’s deep understanding of family business dynamics. At its core, NOVA seeks to nurture ambition, energy, and dreams while addressing one of the most pressing challenges in business today: succession. Businesses are built on the fabric of previous generations’ dreams, and NOVA exists to ensure that those legacies endure. Its mission is clear: to develop the next cohort of leaders under 40 who will carry businesses forward for decades to come.
THE “BOOKEND STRATEGY”
Tony introduced the “Bookend Strategy” as NOVA’s central metaphor, inspired by the Mount Everest climb. While many focus on the ascent, reaching the peak of their careers, most neglect to plan for the descent. Just as 80 per cent of climbing fatalities occur on the way down, many
businesses fail in later stages because of poor succession planning. The NOVA Project addresses the short game, long game, and end game, guiding leaders from the “gogo” growth phase through to succession and renewal. Its roadmap prepares leaders for each stage, ensuring that ambition is supported by structure, mentorship, and
foresight. By 2026, NOVA will run its full program across Australasia, embedding this philosophy into businesses in every state and in New Zealand.
THE 20–25 YEAR EXPEDITION
Brett framed business ownership as a 20–25 year expedition, not a sprint. Too often, leaders look for new structures and systems to impose, when what is needed is the mindset of an archeologist: digging deeper into the essence of a business rather than layering on more architecture. Brett outlined four phases of business growth:
• Building (1–3 years): establishing structure, overcoming debt, and leading change. Mentors act as revealers and validators.
• Go-Go (3–7 years): staying the course, taking smart risks, and avoiding distraction. Leaders need challengers who can distill priorities.
• Flying (12–18 years): wealth generation, but with risks of ego, complacency, and poor planning. Mentors must flag dangers and cast vision.
• Landing: preparing for exit and succession, requiring calm, delegation, and clarity. Leaders need collaborators to help define the future.
Leadership must evolve across these phases; from vocal and charismatic to measured, strategic, and ultimately stoic. Importantly, succession planning should begin well before it feels urgent. Brett captured this truth with the
NOVA SEEKS TO NURTURE AMBITION, ENERGY, AND DREAMS WHILE
ADDRESSING
ONE
OF THE MOST PRESSING CHALLENGES IN BUSINESS TODAY: SUCCESSION.
reminder: “you borrow money from your future self when you start a business, make sure your future self can pay it back.”
SUCCESSION AND FAMILY BUSINESS DYNAMICS
Carey addressed the unique complexities of family businesses. He categorised leaders into four types: selling or non-selling, ambitious or non-ambitious, with the strongest leaders being selling and ambitious. However, succession grows more fragile with each generation. Firstgeneration founders often embody grit and sacrifice, but second and third generations may lack the same drive or alignment, leading to much higher failure rates. Successful transitions require more than inheriting a rulebook; they depend on clear signalling, honest alignment of ambitions, and recognition that not all family members are fit to lead.
Carey also emphasised three personal metrics for readiness: actual age, financial age, and energy age. Of these, energy age, the passion and stamina a leader brings, is most critical. As he put it, “If you think your business can’t exist without you, you’ll make it impossible to step away.”
The NOVA Project challenges leaders to plan not just for growth, but for the full arc of their careers and companies. Succession must be deliberate, starting years in advance, with mentorship tailored to each phase of the journey. Leadership evolves from charisma to character, and sustainable success relies less on wealth or youth than on energy, drive, and a positive vision for the industry. Above all, the project reminds leaders that their legacy is not only in reaching the summit, but in ensuring a safe and enduring descent.
CREATING A CULTURE THAT CULTIVATES TALENT: FROM ONBOARDING TO LONG-TERM RETENTION
PRESENTED BY
Richie Lewis and Billy Scarfe - Ray White AT Realty
Mitch Peereboom, Tameika McEvoy and Christian Hamilton - Ray White Wilston and Surfers Paradise
In today’s competitive real estate market, attracting top talent is only the beginning. The real differentiator lies in building a culture that nurtures, retains, and empowers people to thrive long term. This breakout explored how businesses such as AT Realty and Ray White Wilston and Surfers Paradise have achieved extraordinary
growth through intentional onboarding, cultural alignment, and people-first leadership.
AT Realty lifted its GCI from $16M to $25M in FY2023, while RW Wilston and Surfers Paradise more than doubled from $4M to $10M. Leaders attribute this momentum not solely to systems or
processes, but to the culture underpinning them. Richie Lewis highlighted that sustainable success is built on values: loyalty, excellence, and collective achievement. Drawing inspiration from books Leaders Eat Last and Legacy, AT Realty built a culture where collaboration is prized over individualism. From day one, agents are
immersed in values; “we are one, go next level, and with you all the way.” Even during large auction events, senior agents step in to complete simple tasks, modelling humility and teamwork.
Billy reinforced that real estate is “more about people than property.” Retention and recognition play a critical role: tenure clubs (five and 10-year milestones), celebrations, and social activities strengthen loyalty. Training initiatives such as the AT Align event keep skills sharp and engagement high, while investment in wellbeing (children’s spaces, gyms, saunas, and world-class offices) makes work-life balance easier and the workplace genuinely attractive.
For Mitch and Christian, onboarding is the cornerstone. Inspired by Ritz-Carlton’s legendary service culture, they built their business with the same ethos of hospitality. They liken a real estate office to a hotel; agents “check in,”
expecting service, resources, and support in return for their commission. Their onboarding process has been deliberately refined to ensure every new agent feels valued and supported from the start. Guided by the motto “to serve and empower,” their Agent Services Team (AST) creates consistent, personalised experiences that make agents feel cared for beyond the transactional. Recognition is frequent, authentic, and personal, heroing agents for their contributions and commitment.
Finally, Tameika underscored that onboarding is often underestimated but is arguably the most important process in any real estate business. Only 14 months ago, their team had no formal system. Today, onboarding is seamless, supported by detailed behind-the-scenes checklists and personal touches like proudly sharing a photo and video for every new joiner. These intentional
actions signal to agents that they matter from day one.
The breakout demonstrated that growth in real estate is not just about sales strategy, but about creating a culture that people want to join, and more importantly, choose to stay and build their careers within.
THE REAL DIFFERENTIATOR LIES IN BUILDING A CULTURE THAT NURTURES, RETAINS, AND EMPOWERS PEOPLE TO THRIVE LONG TERM.
IRRESISTIBLE GROWTH: BE THE ONE INVESTORS CHOOSE -
AND THE ONE THEY STAY WITH
PRESENTED BY
Emily Richardson - Ray White Rockhampton
Danielle Antonello and Dan Sowden - Ray White Maroochydore
Lisa Polsek - Ray White Elevate Group
This breakout session focused on strategies for driving both growth and retention in property management by building strong client relationships, maintaining consistent processes, and creating momentum. Emily Richardson, BDM from Ray White Rockhampton emphasised the importance of surrounding yourself with the right people, as the standards and support of those in your circle directly influence your performance. She shared that competing solely on fees undervalues a property manager’s service; instead, success comes from asking the right questions, understanding a client’s needs, and demonstrating genuine value to shift the focus away from price.
A key message was the power of meaningful phone conversations. Using the 80/20 rule (where the client talks 80 per cent of the time) alongside open-ended questions, strategic silence, and strong call conclusions, builds trust and loyalty more effectively than email. Emily also spoke about momentum, explaining that success compounds once it starts, but requires early effort, discomfort, and consistent action before results flow naturally.
Retention strategies were shared by Dan Sowden and Danielle Antonello from Ray White Maroochydore, who highlighted the importance of a culture of consistency across all portfolios, early intervention when signs of dissatisfaction appear, a “call-first” approach to landlords, and regular self-
assessment to ensure service meets the highest standards.
Lisa Polsek from Ray White Elevate Group discussed the value of clear role structures, from onboarding to day-today management, supported by remote assistants, strict communication standards where no query goes unanswered, and a team culture built on supporting each other, summarised in
their motto, “no drowning allowed.”
The session closed with actionable takeaways for every property manager: make 15 proactive landlord calls a day, follow consistent processes, address dissatisfaction immediately, maintain clear structure and responsibilities, and step outside your comfort zone to build unstoppable momentum.
SUCCESS COMES FROM ASKING THE RIGHT QUESTIONS, UNDERSTANDING A CLIENT’S NEEDS, AND DEMONSTRATING GENUINE VALUE TO SHIFT THE FOCUS AWAY FROM PRICE.
EMILY RICHARDSON
RWC - A BOLD NEW CHAPTER: WHO WE ARE NOW
PRESENTED BY
Luke Dixon - Head of Institutional Capital & Research, RW Capital
James Linacre - Head of Commercial, RWC
This commercial breakout session set a confident and ambitious tone for the year ahead.
Led by James Linacre, Head of Commercial, and Luke Dixon, Head of Institutional Capital and Research at Ray White Capital, the session offered a candid and energising reflection on a landmark year for the RWC network.
Described by James as “the year we came of age,” FY2024/2025 marked the RWC’s biggest year yet, not just in outcomes, but in mindset. With unwavering focus and consistency, the network has achieved recordbreaking performance without relying on headline-grabbing transactions. Instead, success was driven by depth and breadth across all businesses.
“Our top performers aren’t just doing well, they’re leading the industry,” James said. “They’re setting the standard for commercial property across Australia.”
The session also delved into the strategic direction for the year ahead. James emphasised the importance of quality over scale.
OUR TOP PERFORMERS
AREN’T JUST DOING WELL, THEY’RE LEADING THE INDUSTRY.
JAMES LINACRE
“We would rather have 50 strong businesses than hundreds of mediocre ones. To survive and thrive in this market, you need to be constantly growing.”
A key driver of RWC’s momentum has been leadership. According to Luke, the network’s leaders are creating high-performance environments where success is expected, not optional.
“We have a great bench of leaders who are investing heavily in their teams, it’s creating cultures where performance is embedded.”
The presenters credited a “tradesman-like” discipline across the network for much of the group’s consistency. Every
agent, regardless of market size, is focused on delivering excellence for their clients, a mindset that is now part of RWC’s identity.
Media visibility has also played a major role in propelling the brand forward.
“The agents working closely with our media team are seeing the results. The coverage we’ve achieved in recent months has lifted the entire network,” James noted.
The session closed with a clear and unapologetic vision for the future: “We will defend our position and grow it further. We will be the leading auction house in commercial property across Australia and New Zealand,” James declared.
SO YOU WANT TO BE A LUXURY AGENT?
PRESENTED BY
Vivien Yap - Ray White Dalkeith | Claremont
Ashley Bierman and Elliott Placks - Ray White Double Bay
Matt Lancashire - Ray White New Farm
Luxury real estate is not simply about buying and selling homes; it is about creating emotional value, building trust, and cultivating lasting relationships. The most successful agents in this space go beyond transactions, positioning themselves as curators of lifestyle and experiences that resonate deeply with their clients.
Vivien Yap exemplifies this approach. Having recently sold her own luxury home for $21.5 million, she understands that buyers are not just seeking properties, but an elevated way of life. “It is not just about selling the home, but selling the emotion, the lifestyle, creating the extraordinary,” she said. Vivien collaborates with luxury brands such as Tiffany & Co., Dior, Chanel, and Rolls Royce to align her work with the worlds her clients inhabit. By orchestrating private viewings, hosting exclusive events, and presenting properties with a sense of theatre, she ensures that clients not only see a
house but feel the lifestyle it represents. For Vivien, the role of a luxury agent is not transactional but relational, being a trusted partner and lifestyle curator.
Ashley Bierman of Ray White Double Bay offers what he likes to think of as a “quiet” strategy. Preferring discretion, he focuses less on volume and more on quality, targeting only the most desirable listings. “We’re not chasing every listing, we’re focused on making the sales
that competitors talk about,” he says. His strength lies in meticulous attention to detail, from the preparation of listing presentations to the execution of photoshoots. Ray White Double Bay Director, Elliott Placks, noted that this obsession with detail may seem overwhelming to some, but it distinguishes Ashley from more transactional agents and positions him as a trusted advisor whose results speak for themselves.
For Matt Lancashire, courage and preparation were the foundations of his entry into the luxury market. In 2014, he began with a bold cold email to Don O’Rourke, who was consolidating properties at the time. Matt invested $10,000 in creating a world-class property submission and perfected his presentation by rehearsing in front of his family. His commitment to preparation, deep research, and product knowledge quickly paid off. He emphasised personal touches such as handwritten notes, frequent follow-ups, and making his personal phone number available to colleagues. By leveraging early sales, building strong relationships, and focusing on referrals, he generated $79.26 million in sales within just six months. His story highlights the power of persistence, meticulous preparation, and personal communication in establishing trust and credibility in the luxury space.
Across these different approaches, a common thread emerges: success in luxury real estate depends on a detailed strategy, creativity, and personalisation. Topperforming agents anticipate client needs, communicate with clarity, and consistently deliver beyond expectations. Networking within high-networth communities, aligning with prestige brands, and maintaining impeccable attention to detail are all part of the toolkit.
WE’RE NOT CHASING EVERY LISTING, WE’RE FOCUSED ON MAKING THE SALES THAT COMPETITORS TALK ABOUT.
Ultimately, luxury real estate is less about the property itself and more about the vision it represents. Agents succeed not by simply selling homes, but by selling trust, aspiration, and an extraordinary way of life - ensuring that every client interaction leaves a lasting impression of professionalism, refinement, and emotional value.
ASHLEY BIERMAN
LIST, SET, SELLFOUR WEEKS IN 45 MINUTES
PRESENTED BY
Kevin Chokshi - Ray White The Bayside Group
Jeremy Tyrrell - Chief Auctioneer, Ray White Victoria | Tasmania
Alex Pattaro - Head of Performance, Ray White New South Wales | ACT
Jason Atkinson - Ray White Alliance
Pat Lapalapa - Ray White Mangere
Sam Steele - Head Auctioneer, Ray White New Zealand
In this dynamic session, attendees were immersed in a live, high-energy demonstration. More than just training, this was a fast-paced, role-played masterclass showing the real mechanics, emotion, and strategy behind a high-performing auction campaign.
The session condensed an entire four-week auction journey into a compelling, high-stakes 45-minute production, bringing together process, preparation, and performance in front of a live audience.
PREPARING THE FOUNDATION
The campaign began where every great listing starts: preparation. Kevin Chokshi opened with the initial vendor meeting, demonstrating how to build trust and secure the listing with clarity and confidence. The session reinforced that meticulous pre-launch work - professional photography,
staging, maintenance, and a structured concierge approach is essential to ensure properties shine in a competitive marketplace.
PURPOSEFUL PITCHING, STRATEGY AND SETTING THE RESERVE
Great agents listen before they pitch. The presenters stressed the importance of tailoring presentations to the seller’s key prioritieswhether that’s price, timing, or peace of mind. Jason Atkinson then stepped in to address the crucial
pricing and reserve-setting discussion, guiding sellers through data-backed decisions and live buyer feedback. He helped navigate emotionally charged conversations around reserve strategy with clarity:
“We have the best auctioneer in the country. If it starts low, we’ll control the pace and drive it to where it needs to be. Tomorrow is about maximum momentum and maximum dollar – that’s my promise to you.”
BUILDING BUYER CONFIDENCE AND CREATING COMPETITION
Generating strong interest and buyer competition doesn’t happen by accident. The team demonstrated how auction campaigns identify, nurture, and convert buyer interest through targeted marketing, database activation, and digital reach.
Pat Lapalapa, playing the buyer guide, coached firsttime auction attendees with calm, charisma, and confidence:
“Your two best friends today are speed and confidence.”
Pat’s ability to coach and convert bidders underscored how important emotional intelligence and live feedback loops are to maintaining momentum on auction day.
THE AUCTION – REAL DECISIONS, REAL STAKES
The auction played out in real-time, complete with hesitant bidders, vendor nerves, and last-minute negotiations. A buyer stalled at $1.190 million. The agent countered with $1.2 million. The vendor hesitated. Could they risk losing their dream upgrade for $10,000?
Eventually, the hammer fell at $1.2 million, highlighting the power of preparation, transparency, and trust built throughout the campaign.
The breakout reinforced that seller confidence isn’t built on auction day - it’s built across four weeks of consistent updates, clear reporting,
and strategic conversations. Tools like campaign portals, weekly touchpoints, and wellprepared vendor meetings reduce anxiety and build lasting trust.
Alex Pattaro, Jeremy Tyrrell, and Sam Steele supported the session, ensuring the live transitions flowed smoothly and that every interaction was rich in take-home value.
Perhaps the strongest message from the session was this: auction campaigns are not just about the final result - they’re about reputation, relationships, and repeat business. The agents who master every phase, from listing through to auction day execution, are the ones consistently delivering superior outcomes.
YOUR TWO BEST FRIENDS TODAY ARE SPEED AND CONFIDENCE.
PAT LAPALAPA
LESSONS IN EXTREME LEADERSHIP - RACE TO THE SOUTH POLE
Interactive lecture
PRESENTED BY Professor Boris Groysberg - Harvard Business School
A feature of our Connect conference was Professor Boris Groysberg of Harvard Business School. In addition to leading a keynote in conjunction with Brian White AO, Boris delivered a two-part breakout called Lessons in Extreme Leadership, a case study about the Race to the South Pole.
Professor Groysberg’s case study-learning method is one highly valued across
the Ray White network, and indeed across the world, and his insights are reserved exclusively for those who attend the session in person.
Ray White holds its Leadership Academy every non-Connect year, and often features Professor Groysberg and his case study-learning method. Be sure to keep an eye out for the next Leadership Academy if you missed out on Boris this year.
HOW TO LOSE YOUR BUSINESS IN 10 DAYS
PRESENTED BY Alex Heidenreich - Executive Director, CyberCX
This breakout session underscored the urgent need for stronger protections against cyber threats in the real estate industry, with a particular focus on safeguarding credentials and understanding the evolving role of artificial intelligence (AI) in both defending and exploiting systems.
Ben Cowie opened with a stark reminder: cyberattacks are no longer a question of if but when. Preparedness and resilience, rather than complacency, determine how well a business can withstand inevitable incidents.
Alex Heidenreich provided a deeper look into today’s cyber threat landscape, stressing that cyber security is not simply an IT or risk management issue but an ongoing, infinite challenge. While risk frameworks help prioritise and guide decision-making, the scale and persistence of attacks mean businesses must adapt continuously. The real
estate and property sector in particular faces heightened risks because of the vast personal, contractual, and market-sensitive data it holds. Threat actors see this information as extremely valuable, and they target organisations not just for financial gain but also to damage reputation. Alarmingly, at least one real estate business experiences a breach every week.
The session detailed how attackers gain access: social engineering, system vulnerabilities, leaked credentials, insecure websites and apps, compromised third- or fourth-party vendors, and even relationships with high-risk foreign providers. A critical vulnerability lies in weak or exposed passwords. While a standard brute force tool can attempt around 15 guesses per second, if attackers obtain a “password hash” from any part of a user’s digital footprint, they can supercharge their attacks to 85 billion guesses per second. This makes it essential to set strong password practices from the beginning, particularly during employee onboarding.
The rise of AI adds a new dimension. AI is not truly intelligent but excels at recognising and exploiting patterns. It enables attackers to automate sophisticated techniques that previously required significant skill. For example, AI-driven tools can impersonate individuals convincingly (“with AI, you can be anyone, and anyone can be you”) or streamline
hacking instructions that once required expert knowledge. Because “AI is helping the bad guys,” organisations must treat its adoption carefully. Controlled, validated use cases and strong data governance are critical to avoid the risks of “shadow AI,” where employees use unapproved tools that may expose sensitive information.
Practical defense strategies rounded out the session. Businesses should enable multi-factor authentication (MFA) on critical services, adopt password managers to strengthen credential security, and ensure operating systems, browsers, and applications are automatically updated. Regular data backups and phishing resilience training remain vital, as human error continues to be a common entry point. Additionally, identifying weak links, particularly offshore third-party providers, is crucial,
since their compromise can rapidly escalate into a breach of core business data.
Ultimately, the session reinforced that cyber security is a collective responsibility. In the high-value real estate industry, preparing for inevitable attacks means combining robust credential protection, cautious AI adoption, and a culture of ongoing vigilance.
CYBER SECURITY IS NOT SIMPLY AN I.T OR RISK MANAGEMENT ISSUE BUT AN ONGOING, INFINITE CHALLENGE.
UNLOCK, OPTIMISE, EXCEL: GETTING TRANSFORMATIONAL RESULTS FROM YOUR PROPERTY MANAGEMENT TECH
PRESENTED BY
Ben White - Co-founder and CEO, Ailo and Jess Densley - CEO, Ray White Warrnambool
Ian Crawley - Director, REassist and Michelle Lucas - Director of Property Management, Ray White Lower North Shore
Belinda Sinclair - Head of Sales, Domain
The breakout session on unlocking transformational results from property management technology explored three key themes: cultural adoption of tech, practical lessons from virtual assistants, and maximising marketing reach through data insights.
CHANGE MANAGEMENT AND CULTURAL ADOPTION OF TECHNOLOGY
Technology becomes truly transformative when it is integrated into workplace culture rather than treated solely as a productivity tool. Jess shared how implementing Ailo in his property management business began with a thorough review of the business and team, prioritising culture and customer experience. The key to this was ensuring the team became part of the decisionmaking process and change management, therefore adoption was seamless, with
staff embracing new ways of working. Many offices underutilise existing features, leaving efficiency and customer experience gains untapped. Jess highlighted that reviewing current applications and workflows helped focus on tools, like Ailo, that genuinely eased workloads and improved daily operations. Ben reinforced that technology adoption
is fundamentally a cultural question: understanding goals, whether pleasing landlords or tenants, and communicating clearly ensures teams derive real value.
AI is poised to radically reshape property management. Rather than simply generating reports, it can anticipate and solve problems users may not even
realise exist, enhancing the emotional experience for staff and clients. Jess emphasised using AI to refine customer experience, citing tangible results such as 10–11 per cent profit growth and an 18 per cent overall business increase attributable to Ailo. Importantly, AI is seen as augmenting, not replacing, human interaction in customer service.
PRACTICAL LESSONS FROM VIRTUAL ASSISTANTS AND OUTSOURCING
Successful outsourcing relies on structured processes, clear communication, and deliberate integration into the team. Ian of REassist outlined how virtual assistants (VAs) can dramatically increase capacity when properly onboarded and delegated. Early adoption often focuses on administrative and finance tasks, allowing property managers space for highervalue work. Michelle shared that initial cybersecurity concerns can be mitigated by partnering with a business that upholds the highest security standards, and starting small and building the VAs into team workflows. Key lessons included treating VAs as team members, communicating expectations clearly, and using the process as an opportunity to develop leadership skills within the team. The talent pool for real estate VAs has expanded significantly, providing more specialised options for property management businesses.
MAXIMISING MARKETING REACH THROUGH DATA INSIGHTS
Belinda from Domain highlighted the importance of understanding tenant and investor priorities, search behaviours, and listing strategies. Small tactical adjustments, such as optimising listing timing, updating hero images, adding inspection times early, and including floor plans, can significantly improve engagement, shorten time-to-lease, and boost rental yields. Insights
include tailoring content to tenant liveability and investor returns, leveraging virtual tours and property-specific resources, and ensuring digital listings remain refreshed and visible to maximise impact.
Overall, the session underscored that transformational results stem from blending technology with culture, strategically leveraging virtual support, and using data-driven marketing to deliver better outcomes for teams, tenants, and landlords alike.
TRANSFORMATIONAL RESULTS STEM FROM BLENDING TECHNOLOGY WITH CULTURE, STRATEGICALLY LEVERAGING VIRTUAL SUPPORT, AND USING DATA-DRIVEN MARKETING TO DELIVER BETTER OUTCOMES.
INSIDE THE RWC NETWORK: STORIES OF SUCCESS AND STRATEGY
PRESENTED BY
James Linacre - Head of Commercial, RWC
This session offered an inspiring look into what drives some of RWC’s top-performing agents. The session featured candid interviews with four standout agents, each sharing their unique journeys, strategies, and vision for growth heading into FY25/26.
“This session is all about realworld insight,” said James. “Each of these agents have experienced exceptional growth, but their strategies are grounded in discipline, focus, and a deep connection to clients.”
SAMUEL HADGELIAS – RWC SC
Samuel Hadgelias highlighted the importance of systemising success. “We used Pulse to reverse engineer how many calls we need to make,” he said. “We really systemised the process with our staff to ensure they’re doing enough, but always keeping the psychology of the client at the centre of everything we do.” Starting with a team
of just two three years ago, his business has grown to 11 people. “Our goal is to be in the top 10 businesses,” he said. He also credited his father, George Hadgelias, a 40-year
real estate veteran, as a key influence: “His best advice to me was: ‘just be a sponge.’ And honestly, you don’t have to look too far outside our group to find the very best operators.”
TOM BALCOMBE – RWC TASMANIA
Having recently launched the RWC Tasmania office, Tom Balcombe emphasised belief, people, and leveraging the network. “The offering at RWC is obviously fantastic,” he said. “From the get-go, James Linacre’s involvement and excitement about getting started in Tassie was infectious.” By tapping into the broader RWC network, his team has been able to collaborate on institutional assets and build momentum quickly. Looking forward, he shared plans for expansion: “We’d love to jump into other Tasmanian markets in the next 12 months when we are ready to extend beyond Hobart.”
JACKSON RAMEAU – RWC GOLD COAST
Jackson Rameau stressed working smart and specialising. “We are system driven. I spend my time where it’s best spent, which is talking to vendors,” he said. Drawing inspiration from the residential network, he added: “Focusing on a group of suburbs or a specific asset class helps sharpen your edge.” Jackson also shared auction tips that centre on vendor confidence: “I truly believe that a systematic process, an unconditional result at auction, and a timeconstrained campaign will get us the best possible price.” At just 24, he has already ranked as the third top-performing agent internationally, crediting his upbringing: “They taught me about respect, trust, humility, and to treat everyone with integrity.”
MICHAEL SHADFORTH – RWC NORTHERN CORRIDOR GROUP
Michael Shadforth focused on scaling leadership and sustaining performance through culture. “We came to one of these conferences once, and someone said: ‘Don’t grow the slice, grow the pie.’ That comment changed everything for us.” He emphasised structure and clarity: “We believe that good fences produce good neighbours. By creating good boundaries and processes in our teams, we build trust and clear expectations.” Michael also highlighted the importance of marketing and people skills in the age of AI: “It’s more important than ever to focus on people skills…be really solid about how you turn up in the world and be authentic.”
Across the board, these agents credit their success to disciplined systems, strategic use of networks, and strong mentorship. Their stories offer a clear blueprint for growth, leadership, and impact in the property sector.
BY CREATING GOOD BOUNDARIES AND PROCESSES IN OUR TEAMS, WE BUILD TRUST AND CLEAR EXPECTATIONS.
MICHAEL SHADFORTH
INSIDE THE ASSET: HOW WORKING ON THE PROPERTY IS CHANGING EVERYTHING
PRESENTED BY
Leteicha Wilson - Property Management Specialist, RWC
Sam
Christensen - Director of Asset Management, Trident Property Advisory
Leteicha Wilson and Sam Christensen offered attendees a compelling look into how evolving the role of commercial property management is reshaping the value proposition for landlords and management teams alike.
Leteicha began by sharing how Sam initially came onto her radar years ago as a standout talent in the property management space, someone with an innate ability to think both practically and strategically about assets. Although their paths didn’t align then, a recent conversation with a mutual industry peer reignited the connection and set the stage for this presentation.
Sam, now Director of Asset Management at Trident Property Advisory, introduced the structure and scope of his team’s work. Trident currently manages approximately $700 million in commercial property assets, with a lean team of five property managers. Their portfolio is deliberately
constructed for efficiency and high-quality service delivery, with each manager handling no more than 10 assets and around 50 active leases - well below industry averages.
The presentation challenged the conventional property management model, which both speakers described as outdated and too narrowly focused on basic rent collection and maintenance. Sam explained how Trident has pivoted to a value-driven model, prioritising end-toend asset management and partnering deeply with landlords to optimise performance, maximise net operating income (NOI), and increase asset value.
The concept of “value = revenue” was central to the conversation. Rather than chasing management volume, Trident focuses on clients who are aligned with a long-term, strategic mindset. This enables the team to deliver bespoke solutions and realise tangible outcomes, both for clients and for Trident’s bottom line. A major part of this shift involved transitioning to a fixed-fee model and walking away from low-margin contracts that didn’t support sustainable operations. This move allowed the team to work more meaningfully on fewer, higher-quality assets.
A case study brought this value-first approach to life. Sam walked the audience through the transformation of 500 Queen Street, a 14-storey office asset in Brisbane’s CBD. Acquired with high vacancy and in need of substantial
RATHER THAN CHASING MANAGEMENT
VOLUME,
TRIDENT FOCUSES ON CLIENTS WHO ARE ALIGNED WITH A LONG-TERM, STRATEGIC MINDSET.
reinvestment, the property was brought to 100 per cent occupancy within a year through strategic leasing and cost-effective refurbishments. Subsequent capital works, including mechanical upgrades and a foyer reimagining, led to a 25 per cent uplift in NOI. The asset was later sold at more than double the acquisition price, with all works funded by improved cashflows, and Trident retained management under the new ownership, a testament to the team’s deep expertise and commitment.
Reflecting on the broader implications of this model, Sam stressed the importance of redefining the role of property managers. With
automation increasingly handling administrative tasks, the value of the PM role lies in strategic thinking, asset knowledge, and relationship building. Understanding valuation fundamentals and aligning closely with landlord objectives will be key differentiators for future leaders in the industry.
To wrap up the session, Leteicha and Sam encouraged attendees to reconsider how they structure their teams, select their clients, and articulate their value - reminding everyone that the future of property management lies not in volume, but in intentionality, partnership, and asset-level impact.
THE PURSUIT OF TALENT: LEADERS DON’T WAIT –THEY CHASE
PRESENTED BY
Bridgette
Collis - Head of People, Ray White New South Wales | ACT
Jason Andrew - CEO, Ray White Queensland with Kim Olsen - Ray White Kim Olsen Property and Haesley Cush - Ray White Collective
Daniel Coulson - CEO, Ray White New Zealand with Shane Coote and Kris Cunningham - Ray White Mairangi Bay | Milford
Matt Lindblom - CEO, Ray White South Australia | NT with Jason Spagnuolo and Flavia Ingegneri - Ray White Norwood
KIM OLSEN, HAESLEY CUSH AND JASON ANDREW
Growth in business is never without its challenges, but those challenges often spark transformation. Recruitment is part of that story. It has to start today, because if it doesn’t, we’re already a day behind what could be a 10year journey. Too often we make excuses: talent pools are shallow, good agents won’t move, principals won’t sell. The truth is, uncovering those concerns and tackling them head-on creates opportunity.
That’s exactly how the relationship with Kim and Haesley began. Kim had spent 10 years as a principal at Richardson & Wrench. COVID was tough: “no one on the ground was leading us through it,” she recalled. But two moments stood out: a call from Jason during the pandemic to simply check in, and another during the 2022 floods offering support. “At the time, I thought: he’s not even associated with us, and he cared enough to reach out.” Those gestures of genuine care eventually led to conversations when her franchise agreement was up for renewal. With Haesley and his partners just 200 metres down the road, the discussions became about trust, flexibility, and leaving ego at the door. “Sometimes 70 per cent agreement is as close as you’ll get,” Jason said. “The real question is: is the juice worth the squeeze?”
What followed wasn’t an “arranged marriage,” but an honest partnership built on shared vision. Kim had been
the number one operator in her group, with an amazing team, but recognised the opportunity for stronger leadership, structure, and technology. “I didn’t come from having any of that,” she said. “Now I’m grateful to have new leadership around me, the tech, and the opportunities I never knew existed.” The first 12 months were an eye-opener; now the focus is not just on a
year, but on the decade ahead. Both parties want the same thing: to grow, to thrive, and to build businesses as big as they can be. The pie is big enough for everyone, and with open conversations, aligned values, and shared ambition, the partnership is proof of how challenges, if met with trust and care, can turn into transformational growth.
NOW I’M GRATEFUL TO HAVE NEW LEADERSHIP AROUND ME, THE TECH, AND THE OPPORTUNITIES I NEVER KNEW EXISTED.
KIM OLSEN
SHANE COOTE,
KRIS CUNNINGHAM AND DANIEL COULSON
In real estate, recruitment is one of the most powerful drivers of growth, but also one of the most challenging. In conversation with Daniel Coulson, Shane Coote and Kris Cunningham shared their journey of building a strong business through strategic recruitment, trust, and culture.
The story began in 2011, when Shane was first approached to join Ray White but ultimately, for a variety of reasons, decided against it. A decade later, in 2021, he made the move which created fresh momentum in his business. Not long after, he was looking for his next anchor for growth. There were a number of key performers in his local market, but few outperformed the person he had a personal, negative history with. After approaching him, spending time with him and ultimately overcoming their past challenges, Kris also joined. Together they began shaping the company’s next chapter.
Both Shane and Kris’ ability to overlook their past personal conflict to come together is a remarkable story. One that makes you wonder that if this challenge was overcome in other markets, what success it might lead to. It was the beginning of something big for the business which has doubled and doubled again within five years.
Recruitment, they explained, isn’t just about signing people up, it’s about relationships and trust. Choosing the right people that fit the organisation and will bring value to every other existing member. Many prospective hires already have strong industry ties. Overcoming those requires patience, openness, and consistently demonstrating that the culture, environment and leadership is genuine.
They highlighted how important it was to communicate openly as leaders, share responsibilities, and build a structure where people could see stability and opportunity. Culture, they believe, is the key ingredient: when people feel supported and inspired, recruitment becomes natural.
Their experience shows that growth in real estate isn’t just about performance, it’s about building a business where people want to belong.
RECRUITMENT
ISN’T JUST ABOUT SIGNING PEOPLE UP, IT’S ABOUT RELATIONSHIPS AND TRUST. CHOOSING THE RIGHT PEOPLE THAT FIT THE ORGANISATION AND WILL BRING VALUE TO EVERY OTHER EXISTING MEMBER.
JASON SPAGNUOLO, FLAVIA INGEGNERI AND MATT LINDBLOM
When the Ray White Norwood business was about 12 months old, it became clear that growth was essential to remain viable and to provide ongoing opportunities for the team. Recruitment couldn’t be done effectively alongside dayto-day operations, so Flavia, who was already working inside one of the teams, was invited to take on the challenge. With her processdriven mindset, she quickly built structure around how recruitment should be done.
Over the past seven years, Flavia has refined a disciplined system. It begins with research, using data, networks, and relationships to identify potential talent. From there, the process follows a clear pathway: an introductory call
to establish rapport, regular nurturing through calls, inspections, or coffees, and consistent touchpoints via a “communication library” of milestones, recognition, and social media. Promising candidates are added to a pipeline or “hot list,” where tailored strategies, high-level communication, and the strength of the brand are leveraged to build trust.
The employment process itself is equally structured: advertising roles, screening resumes, conducting phone interviews, then progressing through firstround meetings, interactive in-office experiences, and final interviews. This combination of discipline, consistency, and relationship-building has turned recruitment into a cornerstone of the business’s long-term growth.
THIS COMBINATION OF DISCIPLINE, CONSISTENCY, AND RELATIONSHIPBUILDING HAS TURNED RECRUITMENT INTO A CORNERSTONE OF THE BUSINESS’S LONG-TERM GROWTH.
THE CONTENT STRATEGY PLAYBOOK: HOW TO WIN CUSTOMERS ACROSS EVERY DIGITAL TOUCHPOINT
BY
Shirley Tat - Global Head of Social Media, Canva
PRESENTED
Todd Alexander - Head of Marketing, Ray White Group
Shirley Tat shared insights from her extensive experience in digital marketing, which includes blogs, emails, direct mail, and social media. She began her career before social platforms became mainstream and has since worked in both agency and in-house roles. Shirley highlighted the constantly evolving nature of social media, noting that professionals often need to wear multiple hats, sometimes managing entire content functions on their own.
When developing a content strategy, Shirley emphasised the importance of starting with clear business objectives and understanding audience segments; what they read, watch, and listen to. She stressed that it is not possible to do everything, so prioritising what is achievable and leveraging available tools to extend the team’s capacity is essential. Content strategies should focus on channels that align with both audience behaviour and business goals. For example, choosing a channel should consider where the target audience is most active and receptive, as well as which platforms best support the desired outcomes.
Shirley also discussed principles for creating content from scratch. Content must deliver value and capture attention by addressing practical needs rather than relying on generic visuals. Storytelling and brand personality play a crucial role, with different channels offering opportunities to convey professional or authentic voices. Corporate channels such as email newsletters
CONTENT MUST DELIVER VALUE AND CAPTURE ATTENTION BY ADDRESSING PRACTICAL NEEDS RATHER THAN RELYING ON GENERIC VISUALS.
and brochures can maintain a professional tone, while platforms like LinkedIn and TikTok allow for more personal and engaging communication. The ultimate goal is to humanise interactions, making content meaningful and relevant for audiences.
The session also explored the changing landscape of marketing. Traditional methods, such as outdoor advertising, can complement digital strategies, as Canva demonstrated in the US and UK to build grassroots awareness. Meanwhile, AI is increasingly transforming content creation, from
writing copy to generating images. Shirley noted that the challenge lies in integrating AI in a way that preserves the human touch and maintains audience trust.
Overall, the session reinforced that successful content strategy begins with a deep understanding of objectives and audiences, focuses on achievable priorities, and uses channels purposefully. By combining storytelling, human-centred content, and strategic use of both traditional and digital tools, marketers can deliver meaningful experiences that resonate with their audiences.
SHOW ME THE MONEY: THE VARIOUS ROADS TO BUILDING PROFITABILITY
PRESENTED BY
Dave Simpson - Head of Network Finance, Ray White New South Wales | ACT
Charles Caravousanos and Ashley Van Deyk - Ray White Upper North Shore
Andy Ebbett - Head of Network Finance, Ray White New Zealand
Vanessa McKenzie and Rod Parkinson - Ray White Whangarei
Ben Faulks and Lisa Hyland - Ray White Canberra
The session on profitability emphasised that building a profitable business requires a structured, people-centric approach. Craig Heath highlighted that profitability is rarely achieved without a clear framework, a point echoed by Dave Simpson, who stressed the importance of strong foundational systems.
Charles Caravousanos outlined the evolution of their Sales Associate Development Program (SADP), designed to support recruitment, training, and development. Faced with rising turnover and limited time for associates, the business pivoted toward creating structured support that treated associates as their own teams. Recognition, awards, and events were integral to fostering engagement. The program streamlined recruitment with one dedicated resource, eliminating lag time in building pipelines and allowing agents to focus on higher-value work. The result was a flatter sales curve and consistent lead
generation. Charles concluded that prioritising people naturally leads to improved business outcomes.
Ashley Van Deyk expanded on this by highlighting that profitability is less about sheer numbers and more about developing skilled, highperforming operators. The program is competency and
KPI-driven rather than timebased, guiding associates through stages of lead and database management, buyer qualification, stock management, and vendor relations. Recruitment is both proactive and selective, aiming to attract the best talent across the state by offering superior education and career development.
Vanessa Mackenzie emphasised the importance of scaling support systems to free salespeople from administrative burdens, such as hiring and HR tasks. By creating a team support structure, sales staff gained the capacity to focus on revenuegenerating activities, increasing overall productivity.
Rod Parkinson discussed the value of collaboration and coaching, highlighting the use of an open database to maximise vendor and buyer opportunities efficiently. He emphasised question-based coaching that empowers individuals to set their own goals, reinforcing the principle that investing in people drives business success. Andy summarised this as a “three C” strategy: Collaboration, Capacity, and Coaching, enabling sales teams to perform at their best.
Ben Faulks addressed financial levers of profitability, emphasising cash flow management as a tool for confidence and foresight rather than just profit tracking. He advocated for a strategic approach to debt management and outlined the benefits of acquisitions beyond revenue, such as entering new markets, acquiring talent, and creating career pathways. Scale, he noted, allows businesses to experiment and innovate while preparing for succession and exit strategies thoughtfully.
Lisa Hyland highlighted people investment through structured onboarding and leadership communication in acquisitions. She also noted the strategic
use of technology, including AI and systems like Concierge, to enhance operational efficiency and maximise property management capacity.
Across the session, a clear pattern emerged: profitability is built on structured programs, people development, operational support, collaborative systems, strategic financial management, and technology leverage. By prioritising talent, processes, and scalable systems, businesses create sustainable growth pathways and robust competitive advantage.
PROFITABILITY IS LESS ABOUT SHEER NUMBERS AND MORE ABOUT DEVELOPING SKILLED, HIGHPERFORMING OPERATORS.
ASHLEY VAN DEYK
THE POWER OF HUMAN CONNECTION
PRESENTED BY
Dr Ali Walker - Human Connection Specialist and Founder, Ality
Dr Ali Walker’s breakout session, The Power of Human Connection, focused on the profound impact relationships have on every aspect of our personal and professional lives. She began with the statement that “relationships change everything, no matter who you are.” This simple truth framed the discussion: it is not enough to simply build networks or collect contacts; the real key to success and wellbeing lies in the quality of our connections. Like therapy, or even entertainment, human connection provides a space for shared experience. These shared positive moments are not incidental - they are central to how we thrive.
One of the central themes of the session was how to enhance relationships through behavioural optimisation and communication. Ali explained the importance of learning how to “read and match behavioural signals.” When we tune into others’ non-verbal cues, pace, and tone, we create familiarity and trust.
This ability to adjust how we interact is not about manipulation, but about meeting others where they are, building authentic connections, and fostering mutual understanding. Trust and familiarity, she argued, are what set strong, lasting relationships apart.
The session also explored the shifting role of relationships across decades. In the 1950s through the 1970s, business relied heavily on relationships with people you already knew and trusted. Deals were struck based on familiarity and long-standing networks. In the 1980s through the early 2000s, the focus shifted toward performance, achievement, and individual capability. Now, Ali suggested, we are in a new era: one defined not by who you know or what you can do, but by how you make others feel. Success today is about emotional regulation, the ability to “read the room,” and the skill of building trust quickly and authentically.
This new era is particularly relevant in the context of artificial intelligence. As AI becomes increasingly
WHEN WE TUNE INTO OTHERS’ NONVERBAL CUES, PACE, AND TONE, WE CREATE FAMILIARITY AND TRUST.
integrated into our lives, Ali suggested that human authenticity is more valuable than ever. Machines can process information, but they cannot replicate the nuanced human ability to connect emotionally. In this landscape, our ability to be genuine, empathetic, and attuned to others will be what truly differentiates us.
The benefits of strong social connections extend far beyond the workplace. Research shows that people with strong relationship networks are less likely to develop depression and enjoy better overall wellbeing. In teams, diversity of personality types and communication styles is also critical. Ali emphasised that strong teams are not built on sameness, but on a variety of perspectives and “types,” which allows for richer collaboration and resilience.
She also noted that individuals are often drawn to others who share their same “frequency or intensity type.” This natural
tendency helps explain why some connections feel immediate and effortless, while others require more conscious effort. Understanding these dynamics allows leaders and team members to better navigate relationships and build inclusive, supportive environments.
Finally, Ali provided practical insights into leadership, motivation, and conflict resolution. Effective leaders, she explained, cultivate connection by listening deeply, motivating others through understanding their drives, and navigating conflict constructively. By mastering the art of human connection, leaders can foster both wellbeing and high performance within their teams.
Ultimately, the session reinforced a central idea: relationships truly do change everything. In a world where technology advances rapidly, the timeless power of human connection remains our most valuable asset.
WINNING AGAINST THE ODDS: LEADERSHIP AND INNOVATION WITH AMERICA’S CUP-WINNING SKIPPER
PRESENTED BY
John Bertrand AO - International sportsman, businessman and philanthropist
John Bertrand AO, legendary skipper of Australia’s historic 1983 America’s Cup victory, delivered a powerful session, exploring what it takes to push beyond limits, lead with integrity, and win in highstakes environments.
With a blend of humility, humour and insight, John reflected on his decades at the elite level of international sport and business, drawing connections between competitive sailing and today’s commercial real estate landscape.
“I brought in the philosophy of the America’s Cup, which was a result of three losing efforts in 12 years,” he said. “Eventually we got together to win, and became part of this country’s history.”
That victory wasn’t just a sporting milestone, it was a moment of national pride during one of Australia’s most difficult periods.
“In 1983, we were going through a tough global
recession. There were floods, bushfires, the country was on its backside in many ways. And we were taking on the one country that had never lost the Cup. That win meant more than sailing to many people.”
At the core of John’s message was the psychology of elite performance, and the value of persistence, preparation, and bold thinking.
“Losing teaches you more than winning,” he said. “And the beautiful thing about youth is there is no fear. Older people are cautious because they know too much. But young people just go, and we can all learn from that.”
“I competed at two Olympic Games; there is nowhere to hide at the Olympics. Every Olympics that goes by, we see a slight increase in performance. All the world records and Olympic records are smashed over a 10 year period.”
He reflected on his time as president and chairman of
Swimming Australia, where the team adopted a visionary approach. “We asked ourselves, ‘What is the game going to look like in 20 years, and how can we get there faster?’ That mindset, especially for young athletes, gave them permission to move without fear.”
John also spoke about his exposure to innovation in Silicon Valley, where the mantra of “fail fast, learn, succeed” continues to shape entrepreneurial thinking. He also shared strategies and tips he learned from years of working with a sports psychologist.
John shares a philosophy that he has carried through every chapter of his life.
“‘I am going to give this my personal best, that’s the best way to approach life and business.”
He closed with a reflection on what really makes great leadership last after his experiences in sport and business. “Trust is a beautiful word,” he said. “It comes from integrity, honesty, and respect. It’s basic, but it’s everything.”
I AM GOING TO GIVE THIS MY PERSONAL BEST, THAT’S THE BEST WAY TO APPROACH LIFE AND BUSINESS.
MONDAY 11 AUGUST
The Ray White International Awards night was a spectacular evening on the Gold Coast. The Jon Stevens Band kept the energy high and the celebrations going.
Ray White Upper North Shore was once again crowned Ray White’s number one International Group - Settled Commission, marking their fourth consecutive win – an incredible achievement!
Ray White Remuera secured the title of number one International Individual OfficeSettled Commission, while Ray White Collective in Brisbane took home the award for Top International Multi-Partner Group - Settled Commission for 2025.
Ray White Rockhampton were named number one International Office - Number of Sales, while Ray White Macarthur & Nepean Group took out International MultiPartner Group - Number of Sales. Over in New Zealand, Leaders Group Wellington was awarded Top International Group - Number of Sales.
In individual honours, the unstoppable Gavin Rubinstein from TRG was awarded number one International Principal - Settled Commission as well as overall Top Residential Performer for 2024/25. Also from TRG, Oliver Lavers took out International Salesperson - Settled Commission.
Consistency and excellence were again recognised as Holly Jones from Ray White New Brighton retained her title as number one International Salesperson - Number of Sales, while Peter Diamantidis from Ray White United Group was named International PrincipalNumber of Sales.
In the commercial space, Andrew Jolliffe of HTL Property took out Top International Commercial and Projects Performer, following a personal-best year in pub and hotel sales. Ray White Emerald’s Mark Muldrew was honoured as overall Top Rural Performer for 2024/25.
Congratulations to all our winners and finalists on an incredible year.
INTERNATIONAL AWARD WINNERS 2025
INTERNATIONAL INDIVIDUAL OFFICE - SETTLED COMMISSION
No. 1 Ray White Remuera
No. 2 Ray White Double Bay
No. 3 TRG
No. 4 Ray White New Farm
No. 5 Ray White Manukau
No. 6 Ray White Dalkeith | Claremont
No. 7 Ray White Rochedale
No. 8 Ray White Lower North Shore (Mosman)
No. 9 Ray White Broadbeach
No. 10 Ray White Coomera
INTERNATIONAL GROUP - SETTLED COMMISSION
No. 1 Ray White Upper North Shore
No. 2 Ray White Leaders Group
No. 3 Ray White AT Realty
No. 4 Ray White Five AM Realty
No. 5 Ray White Rockhampton | Yeppoon
No. 6 Ray White United Group
No. 7 Ray White Canberra Group
No. 8 Ray White Bell Group
No. 9 Ray White AKG
No. 10 Ray White Stocker Preston
INTERNATIONAL MULTI-PARTNER GROUP - SETTLED COMMISSION
No. 1 Ray White Collective
No. 2 Ray White One Group
No. 3 Ray White Lower North Shore Group
No. 4 Ray White Macarthur & Nepean Group
No. 5 Ray White Rochedale | Logan City | Sunnybank | Eight Mile Plains
INTERNATIONAL OFFICES - NUMBER OF SALES
No. 1 Ray White Rockhampton
No. 2 Ray White Werribee
No. 3 Ray White Coomera
INTERNATIONAL GROUPS - NUMBER OF SALES
No. 1 Ray White Leaders Group
No. 2 Ray White United Group
No. 3 Ray White Canberra Group
INTERNATIONAL MULTI-PARTNER GROUPS - NUMBER OF SALES
No. 1 Ray White Macarthur & Nepean Group
No. 2 Ray White One Group
No. 3
Ray White Norwood | Grange | Campbelltown | Hectorville | Burnside
INTERNATIONAL SALESPERSON - SETTLED COMMISSION
No. 1
Oliver Lavers - TRG
No. 2 Richard Thode - Ray White Epsom
No. 3
No. 4
No. 5
Holly Jones - Ray White New Brighton
Rochelle Adgo - Ray White Mitchelton
Jason Song - Ray White Rochedale
No. 6 Ryan Suhle - Ray White North Lakes
No. 7
No. 8
No. 9
Brendan Lappan - Ray White Macarthur Group
Rachel Berry - Ray White Mt Eden
Sonya Treloar - Ray White Bridgeman Downs
No. 10 Alistair Macmillan - Ray White Wilston
INTERNATIONAL MULTI-PARTNER GROUP - SETTLED COMMISSION
No. 1
No. 2
Holly Jones - Ray White New Brighton
Tim Aaron - Ray White Ingleburn
No. 3 Ryan Suhle - Ray White North Lakes
No. 4 Brendan Lappan - Ray White Macarthur Group
No. 5 Jiby Thomas - Ray White Metro City
TOP RESIDENTIAL PERFORMER
Gavin Rubinstein - TRG
INTERNATIONAL PRINCIPAL - SETTLED COMMISSION
No. 1 Gavin Rubinstein - TRG
No. 2 Peter Diamantidis - Ray White United Group
No. 3 Geoff Smith - Lower North Shore Group
No. 4 Vivien Yap - Ray White Dalkeith Claremont
No. 5 Jason Atkinson - Ray White Coomera
No. 6 Elliott Placks - Ray White Double Bay
No. 7 Brad Wilson - Ray White Coomera
No. 8 Cindy Cash - Ray White North Richmond
No. 9 Nader Hotait - Ray White Eastern Beaches
No. 10 Matt Gates - Ray White Sanctuary Cove
INTERNATIONAL PRINCIPAL - NUMBER OF SALES
No. 1 Peter Diamantidis - Ray White United Group
No. 2 Jason Atkinson - Ray White Coomera
No. 3 Charles Pei - Ray White Everest Group - Norwest
No. 4 Peter Kiritsis - Ray White Woodville
No. 5 Brad Wilson - Ray White Coomera
TOP COMMERCIAL & PROJECTS PERFORMER
Andrew Jolliffe - HTL
TOP RURAL PERFORMER
Mark Muldrew - Ray White Emerald
INTERNATIONAL COMPETITION CREATOR - OFFICES
No. 1 Ray White Ferntree Gully
No. 2 Ray White Craigieburn
No. 3 Ray White West End
No. 4 Ray White Mill Park
No. 5 Ray White Norwood and Ray White Prospect
INTERNATIONAL COMPETITION CREATOR - INDIVIDUALS
No. 1 Trish Orrico - Ray White Craigieburn
No. 2 Ben Thomas - Ray White Ferntree Gully
No. 3 Kevin Chokshi - Ray White Cheltenham
No. 4 Ethan Petrie - Ray White West End
No. 5 Justin Irving - Ray White Salisbury
TOP 5 INTERNATIONAL CLIENTS’ CHOICE - OFFICE
Ray White Whangarei
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TOP 5 INTERNATIONAL CLIENTS’ CHOICE - INDIVIDUALS
Scott Bockmann - Ray White Yorke Peninsula
Justin Hartley - Ray White Pegasus
Jake Kroehnert - Ray White TKG
Habeeb Urrahman - Ray White Auckland Central
Kelly Weller - Ray White Bundaberg
INTERNATIONAL AGENT/BROKER PARTNERSHIPS - LOAN MARKET REFERRALS
No. 1 Rochelle Adgo - Ray White Mitchelton
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No. 3 Cole Bullock - Ray White Franklin
INTERNATIONAL PROPERTY MANAGEMENT BUSINESS
No. 1 Ray White Canberra
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INTERNATIONAL BUSINESS DEVELOPMENT MANAGERS
No. 1 Emily Richardson - Ray White Rockhampton
No. 2 Kayla Fenech - Ray White United Group
No. 3 Savi Sarain - Ray White Tarneit
INTERNATIONAL PROPERTY MANAGER AWARD
No. 1 Eloise Sweatman - Ray White Frankston
No. 2 Cory Fallon - Ray White TKG
No. 3 Alysha Kinnaird - New Era Property Management
INTERNATIONAL OPERATIONS/ ADMINISTRATION TEAM OF THE YEAR
Ray White AT Realty
INTERNATIONAL COMMUNITY SERVICE AWARD
Ray White Mt Gambier | Robe | Penola
DAY TWO TUESDAY 12 AUGUST
ARE. YOU. READY?
DR. JESSICA GALLAGHER
Dr. Jessica Gallagher delivered an unforgettable keynote, blending humour, vulnerability, and powerful storytelling to challenge our perceptions of control, fear, and opportunity.
At just 17, Jessica was diagnosed with a rare, degenerative eye disease that caused her to lose over 90 per cent of her central vision. Her dream of representing Australia in netball vanished overnight and with it, the identity she had known her whole life. But what began as a devastating diagnosis evolved into a story of adaptability, trust, and worldfirst achievements.
Jessica began her session with an interactive exercise that encouraged delegates to experience the world as she does - fists in front of their noses, simulating her tunnel vision. “How clearly can you see now?” she asked. “What would you do if this became your new normal?”
This moment set the tone: reflective, grounding, and a powerful call to shift perspective.
Jessica shared how, after years of adjusting to her vision loss, she stumbled into the world of Paralympic sport at age 21. What followed was a journey that would make her the first Australian to win medals at both the Summer and Winter Paralympics, competing in four different sports: athletics, alpine skiing, track cycling, and rowing. But her path was anything but linear.
After years of preparation, Jessica arrived at the 2008 Beijing Paralympics, only to be ruled ineligible due to a vision classification discrepancy of just 0.01 per cent. In a moment of heartbreak, she was told she couldn’t compete. But rather than leave, she stayed on as an administrator, heeding the advice: “Use this time wisely so that when your moment comes, you’ll be ready.”
ALPINE SKIING: TRUST AT 100KM/H
Her next chapter took her to the snow. After learning to ski in the US, Jessica made her Winter Paralympic debut in Vancouver on her 24th birthday, becoming the first Australian woman to medal at the Winter Paralympics in 50 years.
She described the intense partnership required to ski blind at over 100km/h, following her guide Eric via Bluetooth headset. It was here that she learned the deeper meaning of trust - a theme that would define her career.
One of her most powerful stories came during a race in heavy rain, where Jessica’s vision dropped to almost nothing. Her headset shorted out just as she left the gate. No sight. No sound. No instructions.
“At that moment, I had two choices: pull out and end the race or trust that I’d find a way. I chose to ski.”
Across her career, Jess has faced numerous setbacks - disqualifications, event cancellations, the loss of teammates, and shifting classifications that forced
her to move between sports. But each change became a stepping stone.
She reminded us that:
Fear is not the enemy, it’s information. By learning to process it, we can act in spite of it
• Control is often an illusion. Surrendering control can unlock trust, creativity, and performance under pressure
• Perspective shapes everything. “It’s not what you see. It’s how you choose to see it”
“Are you ready? Ready for the moments when you’re standing at the top of your mountain, staring down at uncertainty? When fear rises, will you lean into trust? When it’s time to leap, will you fly?”
With nearly 20 podium finishes across the Paralympics, World Championships, and Commonwealth Games, and having competed in two sports simultaneously in 2024, Jessica Gallagher’s story is one of resilience, reinvention, and the quiet power of choosing courage again and again.
AT
THAT MOMENT, I HAD TWO CHOICES: PULL OUT AND END THE RACE OR TRUST THAT I’D FIND A WAY. I CHOSE TO SKI.
The Connect 2025 Charity Auction wrapped up with an incredible line-up of experiences and prizes that money can’t usually buy. From meeting motorsport superstar Daniel Ricciardo to securing a one-on-one mentoring session with business trailblazer Shelley Sullivan, the conference’s auction attracted bidders from all over the network.
It all started at The Shed on Sunday 10 August, when our first charity auction - to raise money for the Crows Nest Historical Society - was called by Ross Whiston of Ray White Gawler East. With prizes like Swans and Collingwood guernseys, a Gin pack, Ray White Shop golf pack, and a priceless morning tea with our Chairman, Brian White, it's no surprise the team was able to raise over $4,000.
START YOUR ENGINES: WHO WANTS TO MEET DANIEL?
In the lead-up to Connect 2025, fans bid in an exclusive online auction for a once-ina-lifetime meet and greet with Formula 1 favourite Daniel Ricciardo. This special experience, offered before the conference officially began, generated strong interest and competitive bidding.
Two lucky groups came out on top and over $11,000 was raised from the online auction alone.
SILENT AUCTION - BIDDING THROUGHOUT CONNECT
During Connect 2025, attendees took part in the highly anticipated silent auction, which ran throughout the conference. Prizes included:
• Signed AFL guernseys from iconic players
• Tickets to READY25, including a meet and greet with Olympic gymnastics legend Simone Biles
• An exclusive mentoring session with entrepreneur and model-turnedbusinesswoman Shelley Sullivan
LIVE AUCTION - A 3,000 PERSON SPECTACLE ON THE FINAL DAY
The conference closed with an exhilarating live auction on its final day, where bidding wars broke out over two standout prizes:
Two Oasis box tickets for an unforgettable VIP experience
• A run with endurance athlete and charity champion Nedd Brockmann at his upcoming Uncomfortable Challenge
Haesley Cush, Ray White veteran and auctioneer extraordinaire, moderated the 3,000 attendees in his classic auction style and trill. Bids were quickly raised to heady heights as the attendees
fought it out in a fun, albeit chaotic, auction - where the corporate auctioneers wrangled the bidders in the huge conference hall.
The live auction raised $14,500.
GIVE TO WIN - BIG PRIZES FOR A SMALL DONATION
For just $25 per entry, the Give to Win challenge gave participants the chance to raise vital funds for homelessness and go in the running to win some truly incredible prizes, including a signed Daniel Ricciardo Enchanté cap, luxury hotel stays, 100,000 Virgin Velocity points, and more.
To enter, participants paid the entry fee and shared a photo of their favourite Connect memory.
The Connect Charity auction raised over $50,000 for homelessness across three days. The Ray White Group’s managing director, Dan White, said he was proud of the contribution of the attendees.
“To have the opportunity to give back to the most vulnerable in our community is a privilege,” he said.
“I’m not surprised and I’m very grateful that our network members contributed so generously to this important cause.”
THE CONNECT CHARITY AUCTION RAISED OVER $50,000 FOR HOMELESSNESS ACROSS THREE DAYS.
REIMAGINING WHAT’S POSSIBLE: EMPOWERING YOUR AI FUTURE
MELISSA CLARK-REYNOLDS
Melissa began by sharing her personal story, taking the audience back to her final year of high school. She was one of only six students in her graduating year, attending an all-girls school where maths was not considered a “girls’ subject.” Determined to pursue her passion, she was sent to the local boys’ school, becoming the only girl in a boys’ maths class. While the experience was challenging, it became invaluable preparation for a career where she would often be the only woman in the room.
There were no computers at her school, so students wrote code by hand and mailed it to IBM for processing, and she later recounted a memorable school trip to see a real computer at the New Zealand Ministry of Transport.
Melissa pursued studies at UC Berkeley and Stanford University, combining environmental planning and epidemiology. She began writing code to predict disease outbreaks years before pandemics made the field widely recognised.
Two major takeaways emerged from her journey:
1. CHANGE HAPPENS SLOWLY - THEN SUDDENLY
AI is not a new phenomenon; its origins date back over 50 years. Although there have been many false starts and setbacks, the current moment marks a rapid acceleration.
2. THE FUTURE LEAVES BREADCRUMBS
Subtle signals often precede major shifts. Those who recognise these early signs can gain a strategic advantage.
Drawing parallels to past innovations - ice cubes, cars, electricity, even almond milk, Melissa illustrated that skepticism toward new technology is common before widespread adoption. AI is no exception; it will not revolutionise everything overnight but will bring significant change.
An ironic twist is that the first to feel AI’s disruptive impact are the technologists who created it. Yet history shows every technological revolution leads to net job creation. Recent data reveals that while 92 million jobs have been lost to AI, 170 million new ones have emerged, particularly in fields like AI and machine learning, agriculture, software development, and data science. Conversely, roles with strict rules and repetitive tasks, such as postal clerks and entry-level
legal positions, are declining. Interestingly, men’s jobs are currently more vulnerable, as many traditionally maledominated professions are more easily automated than women’s roles in caregiving and education, which require emotional intelligence.
Melissa highlighted how new business models accelerate AI adoption. For example, creators on platforms like OnlyFans once employed offshore call centre staff to engage users using scripts and guidelines. Now AI can fulfill this role more efficiently, maintaining engagement 24/7 with personalised interaction.
Traditional SEO is being overtaken by AI-driven search. Consumers now ask AI assistants direct questions, and AI filters the responses. Businesses that optimise content for AI visibility, not just
Google, will dominate digital discovery. With 80 per cent of inquiries beginning online and 40 per cent handled via chat, this represents a massive opportunity.
AI-powered digital twins, virtual versions of people created from video and voice data, are already in use for customer service, coaching, and even therapy. Among Gen Z, AI therapy is gaining popularity, reflecting broader social changes like increased isolation.
The rise of AI also raises complex legal questions about digital identity and ownership. High-profile cases, such as Tony Robbins suing unauthorised chatbot creators, underline these challenges. AI is increasingly capable of tasks such as applying for jobs, conducting interviews, booking appointments, and even facilitating dating. The legal profession faces significant disruption due to the automation of documentheavy and rules-based tasks. However, uniquely human skills - empathy, intuition, sensory awareness - remain difficult for
AI to replicate, ensuring that some roles remain resilient.
Finally, Melissa challenged the audience to think beyond using AI solely for human tasks. What if AI could help us understand and amplify animal intelligence? Researchers in Australia are decoding animal languages, like whale dialects with distinct accents, and exploring animal cultures.
Melissa’s closing thought urged us to consider expanding intelligence itself through AI, not just replicating human intelligence.
RECENT DATA REVEALS THAT WHILE 92 MILLION JOBS HAVE BEEN LOST TO AI, 170 MILLION NEW ONES HAVE EMERGED.
LESSONS FROM THE 2018 THAI CAVE RESCUE
DR RICHARD HARRIS SC OAM
In one of the most gripping keynote sessions of the conference, Dr. Richard Harris recounted the dramatic 2018 Thai cave rescue.
More than a retelling, his talk offered a powerful reflection on teamwork, leadership, and resilience under extreme pressure.
Dr. Harris’s journey began with a childhood love of the ocean. By 12 he was scuba diving, later becoming a dive instructor and exploring remote cave systems. A turning point came in 2008 during a deep dive in Cocklebiddy Cave, where he and fellow diver Craig Challen asked: What if one of us gets injured down here? That question sparked his mission to develop cave rescue techniques, all while building a medical career that led to anesthesiology. His unique blend of skills proved critical in June 2018.
On 23 June 2018, 12 boys and their soccer coach entered the
Tham Luang cave in northern Thailand. A sudden monsoonal flood trapped them four kilometers inside. Over the next nine days, the world watched as experts from across the globe converged on the site, but the boys remained missing.
British cave divers Rick Stanton and John Volanthen were the first to reach them. The boys were miraculously alive but in a situation more precarious than anyone could imagine. The cave was flooded, visibility was zero, and the dive to reach them took nearly three hours one way. Worse, the boys couldn’t swim, let alone dive. At one point, Richard
was asked “Could you sedate someone and dive them out of the cave?” His answer was emphatic: sedation was not an option. Richard told them he wasn’t prepared to do that but offered to come to Thailand in case there was something else he could do. What awaited him at the cave entrance was chaos: knee-deep mud, hundreds of military and rescue personnel from multiple countries, and a media frenzy.
Once Harris assessed the boys and conditions, the question of sedation resurfaced. Could the boys be anesthetised and dived out? At first, Harris flatly rejected the idea -
administering anesthesia is dangerous enough in a hospital, let alone underwater in zero visibility. But with the clock ticking, water rising, and no better option, he realised the most terrifying option might be the only one left.
His choice was simple: do nothing and the boys would almost certainly die... or try something, even if it meant taking an unthinkable risk.
THE IMPOSSIBLE OPERATION
The plan was this: Richard would sedate each boy with an intramuscular dose of ketamine, then secure a full-face diving mask and oxygen tank to their chest. They would then be transported, unconscious, through over three kilometers of flooded cave.
With only four properly fitting masks, just four children could be rescued per day. The rescue would take three days.
Richard described the procedure as emotionally wrenching. Placing an unconscious child facedown in cold, murky water, checking their breathing, tying their hands and feet to prevent injury or panic, it all felt profoundly wrong. But the alternative was worse.
“I’ll never forget surfacing after the first day, asking, ‘How did we go?’ someone said ‘four for four’, and I thought they meant four dead. When I realised they were alive, I couldn’t believe it.”
Despite the success of the first mission, the pressure only increased. “That night, I could
hardly sleep. The weight of what was ahead, three more days, more boys, rising water, unpredictable conditions.”
But one by one, they made it. All twelve boys and their coach were brought out alive.
Despite the stakes, no one backed down. Not the volunteer divers, not the Thai military, not the local farmers who allowed their crops to be flooded to help lower water levels. It was, as Richard reflected, one of the most extraordinary examples of global cooperation he’d ever witnessed.
SO WHAT ALLOWED THESE BOYS TO SURVIVE, WHEN SO MANY WOULDN’T HAVE?
Richard believes it was resilience, shaped not by luxury or privilege, but by hardship. Many of the boys were from persecuted ethnic backgrounds, had little material wealth, and had already faced adversity in life. Their ability to endure came from within.
The story also reinforced Harris’s belief in the necessity of decision-making under
pressure. Doing nothing is still a decision, he reminded us. Whether in leadership, medicine, or crisis, indecision can be fatal. What matters is having the courage to move forward, even when the outcome is uncertain.
“I’LL NEVER FORGET SURFACING AFTER THE FIRST DAY, ASKING, ‘HOW DID WE GO?’ SOMEONE SAID ‘FOUR FOR FOUR’, AND I THOUGHT THEY MEANT FOUR DEAD. WHEN I REALISED THEY WERE ALIVE, I COULDN’T BELIEVE IT.”
THE BLUEY STORY
JOE BRUMM
As the creator of Bluey, Joe Brumm now finds himself navigating Hollywood meetings and being told not to “be too Commonwealth” - a reminder to tone down the humility. It’s a far cry from his early days, living off Australia’s baby bonus while launching a studio from his Brisbane home.
Since then, Bluey has become a global hit - named one of the top 100 U.S. sitcoms, featured in Macy’s Thanksgiving Day Parade, topping bestseller lists, and even appearing in Disney parks, a first for a non-Disney brand. But it all started with a modest idea, not even about Bluey, but a different character, Rusty. The magic wasn’t in the concept, but in its honest, funny, and deeply human execution.
Joe’s journey began in traditional animation. In his early twenties, he moved to London and eventually found
himself at Tiger Aspect, a studio responsible for Mr. Bean. There, he worked on Charlie and Lola, a show he describes as a career peak. With its unique design, real children’s voices, and authentic storytelling, Charlie and Lola gave Joe a taste of what a meaningful, well-led project could feel like: no cynicism, just creative joy.
After the GFC scattered his London animation circle, Joe returned to Brisbane, got married, had kids, and launched Studio Joho. Slowly the studio grew and he began
building a small team, but the creative itch persisted. One morning, while playing silly made-up games with his daughters, Joe realised these funny, fleeting moments of everyday family life were unlike anything he’d seen on kids’ TV. Inspired, he began writing them down. With collaborator Mark Paterson, he spent six weeks crafting a short pilot after hours. Despite exhaustion and setbacks, they pushed through, and that small pilot became the foundation for everything that followed. He was given $6 million to make 52 episodes.
BUILDING THE WORLD OF BLUEY
Joe drew on the Charlie and Lola experience: people, place, and project. He reached out to seven trusted veterans, animators, collaborators, friends, and they all said yes. They moved to Brisbane, where the Bluey team assembled through a series of “speeddating” interviews at a local pub. Many of those early hires are still with the show today.
Despite never having written for television before, Joe made a number of clear, early calls that would define the show’s tone and trajectory:
• No co-productions: the entire team would work under one roof in Brisbane
• No writers’ room: Joe would write every script himself
• Not toyetic: the priority was making a good show first
• Keep Australian accents: thanks to support from Disney execs and audience testing, the show retained its Aussie voice
Season one was brutal. Animation moved slower than expected, so weekends and nights were sacrificed. Brumm learned fast that leadership meant decisiveness
- indecision, he discovered, is contagious. Despite the grind, Joe described season one as the best year of his life. Every day demanded every skill he’d gained across his career, and forced him to learn new ones on the fly.
THE BREAKOUT
When Bluey premiered, no one could have predicted what would follow. Weekly screenings for friends and family kept the team grounded and accountable. Seeing the audience laugh in real-time kept the bar high. Then the show aired and broke all records on the ABC.
It wasn’t long before the team began to feel the weight of their impact. Letters poured in from families around the world. One came from a mother in Tasmania who had recently lost a child. Her surviving child had complex needs, and she wrote: “There’s been no laughter in our house for three years. But we started watching Bluey, and laughter is creeping back in.”
Another moment came when Joe spoke at a paediatrics conference. A senior doctor from Melbourne Children’s Hospital told him that Bluey had become a bridge in medical rounds. Doctors would walk into a room, see a child
THERE’S BEEN NO LAUGHTER IN OUR HOUSE FOR THREE YEARS. BUT WE STARTED WATCHING BLUEY, AND LAUGHTER IS CREEPING BACK IN.
watching Bluey, ask them their favourite episode, and suddenly doctor, nurse, child, and parent were all connecting.
That, Joe said, is when he realised Bluey was enough. If it simply offered families a moment of connection, or just a laugh during a hard time, it was worth making.
THE FINAL CHAPTER
By season three, the pressures of sustaining the magic became clearer. Joe knew the creative lightning in a bottle couldn’t last forever. His children were growing older, and he was drifting away from the four-to-six-year-old mindset that gave the show its spark.
He shared a small story: after winning his first Logie, his kids made the trophy marry their action figures. When he brought home his latest Logie years later, their response was a casual, “Cool, whatever.” The world he once tapped into so easily was no longer his day-today reality.
Joe announced his departure from the series to the team at the start of season three. It was a hard decision, but the right one.
In a fitting reflection, Joe said his greatest hope is that in ten years, one of the Bluey animators might find themselves in a less-thanideal job, missing the chaos, creativity, and camaraderie of that original studio. Maybe they’ll miss it so much, they’ll decide to do something about it.
And maybe that will be the start of the next Bluey.
AN HONEST TAKE ON BUSINESS AND ENTREPRENEURSHIP IN 2025
SHELLEY SULLIVAN WITH BIANCA DENHAM
Shelley Sullivan joined Bianca Denham on stage to reflect on her extraordinary journey - culminating in the $1 billion acquisition of MCoBeauty by private equity firm DBG. It marked one of the most significant female-led business exits in Australian history.
But, as Shelley was quick to clarify, this was no overnight success.
Her entrepreneurial path began three decades ago, straight out of school. Forgoing a traditional university path, Shelley entered the modelling industry and at 21 founded her own boutique agency, building it from a single model to a talent roster of 1,800. Yet, with slim margins and the challenge of managing so many personalities, she saw a chance to pivot into beauty.
That pivot came from simply listening. Her models voiced frustrations about the lack
of smart, functional beauty tools - one was even blowdrying her eyelashes. This led Shelley to invent the world’s first heated eyelash curler. She manufactured 5,000 units and scaled rapidly, eventually selling over two million. Another breakout innovation, a tanning mist delivered through a modified car deodoriser can, became a cult product.
This approach of identifying gaps and innovating fast became Shelley’s superpower. Her first beauty brand, ModelCo, rode that wave of clever product design and celebrity endorsements. But
it was her 2018 collaboration with Karl Lagerfeld - his final collection before his passingthat truly put her on the global map. ModelCo co-created 52 products with the fashion icon, launching in 27,000 stores worldwide.
However, Shelley saw that the premium beauty market was becoming saturated. While walking the streets of LA, inspired by the packaging of a pink brand she loved, she had a new idea: affordable, luxury-quality cosmetics for the mass market. Returning to Australia, she pitched Woolworths on six new SKUs. Those six would grow into
MCoBeauty, now Australia and New Zealand’s top-selling beauty brand, stocked in thousands of locations and recently launched in both the US and UK.
Shelley described MCoBeauty’s strategy as targeting the “masstige” space - massmarket prestige. The brand offered beauty “dupes” of high-end products, priced within reach but styled to feel luxe. Social media insight, customer feedback, and consistent innovation drove the product roadmap, not just trend-following, but real consumer need.
During the pandemic, MCoBeauty’s exclusive presence in Woolworths proved a significant advantage. Deemed an essential supplier, the brand continued shipping and selling while many competitors paused operations. Its visibility skyrocketed, and with no traditional retail distractions, consumers flocked to MCoBeauty.
Strategic partnerships played a major role in the rise of both brands. Shelley shared how global celebrities like Hailey Bieber and Rosie Huntington-Whiteley became ModelCo brand ambassadors, and how a chance photo of Victoria Beckham holding a ModelCo compact at a soccer game went viral, catapulting the brand into global consciousness. Later, comedian Celeste Barber joined as the face of MCoBeauty - a move that brought national relatability and humour to the brand’s voice.
Throughout the session, Shelley was candid about the behind-the-scenes reality. For years, she ran ModelCo and her modelling agency simultaneously. She built every brand by “saying yes and figuring it out later,” and credited her success to surrounding herself with strong, capable people, especially in areas outside her expertise.
She acknowledged the challenge of balancing motherhood with high-level entrepreneurship, calling it hard and praising her support network. Sullivan also addressed the importance of visibility - admitting she never intended to be the face of her brand, but a behindthe-scenes TikTok showing her with foils in her hair went viral. That unfiltered moment resonated with thousands and opened the door to more candid, authentic content.
When asked what fuels her, Shelley was clear: it’s not money. It’s proving people wrong. Every time someone said she couldn’t compete with Maybelline or break into international markets, she set out to prove otherwise. And she did.
YOU DON’T NEED A BIG BUDGET OR A CELEBRITY NETWORK TO BUILD A WORLDCLASS BRAND, JUST A PRODUCT PEOPLE NEED, A STORY WORTH SHARING, AND THE COURAGE TO START.
Since her official exit from MCoBeauty in January 2025, Shelley has turned her focus to mentoring. Reflecting on her early days in business, she said, “I didn’t have anyone to talk to when I was starting out. Now, I want to be that person for someone else.”
Her final message was one of empowerment: you don’t need a big budget or a celebrity network to build a world-class brand, just a product people need, a story worth sharing, and the courage to start.
INTERNATIONAL AUCTIONEERS’ COMPETITION
The International Auctioneer semi-finals and final was held over the two days, with Tom Gunness of the Ray White Queensland performance team taking out the coveted Crystal Gavel, narrowly beating his formidable opponent, Aaron Ward of Ray White Remuera.
NEDD BROCKMANN
In 2022, Ned Brockman captured the nation when he ran nearly 4,000 kilometres across Australia in just 46 days, becoming one of the fastest people ever to complete the feat on foot. But the run was never just about breaking records, it was about purpose. Along the way, Nedd raised over $2 million for homelessness, proving that when you’re driven by something bigger than yourself, the impossible becomes achievable.
In his high-energy, raw, and deeply authentic keynote, Nedd took the audience behind the scenes of that epic run, and the even more gruelling journey that followed. He spoke openly about the challenges, injuries, and sacrifices he’s made in pursuit of meaning and impact, including a recent record-breaking 1,000-mile run around a single athletics track, completed in just 12 days.
A powerful thread throughout Nedd’s talk was his uncompromising view on commitment and integrity. When he makes a decision, he cuts off all other options. For him, success is a byproduct of follow-through: doing what you say you’re going to do, no matter how uncomfortable or painful it becomes. He shared how this mindset began during COVID, when he first started running to lose weight and soon found himself running 100km in a single night, with nothing but two bananas, a muffin and half a litre of water.
From there, things escalated. He completed 50 marathons in 50 days while working as
a sparky. Then he ran across Australia. Then came the 1,000mile track run. Then a 24-hour, 740km bike ride around Central Park (with a broken foot).
But it wasn’t just about the physical challenge. Nedd spoke to the power of accountability, discipline, and doing small things right, every day. Whether it’s never taking an escalator, always showing up on time, or refusing to compromise on training, these micro-habits created a mindset that allowed him to achieve extraordinary things.
Beyond the physical feats, Brockman shared the mission behind his madness. He works closely with Mobilise, a grassroots homelessness organisation, and donates proceeds from his book, brand partnerships, and milk company to help people get off the streets. Through his efforts, Mobilise has launched a direct cash transfer program aimed at the 94 per cent of homeless Australians who aren’t sleeping rough but are living in cars, couch surfing, or stuck in unstable housing. Already, over
BE PATIENT WITH RESULTS, BUT INCREDIBLY IMPATIENT WITH ACTION.
480 people have been moved into stable homes, and Nedd’s goal is to help 10,000 by 2028.
He also invited attendees to take part in the Uncomfortable Challenge, a 10-day initiative that pushes participants out of their comfort zones while raising money for homelessness. In his words, “Doing something hard for others gives life meaning.”
Nedd’s message was clear and resonant: make bold decisions, commit fully, help others, and live with urgency. His parting advice to the room was simple. “Be patient with results, but incredibly impatient with action.”
