Real REMAX Cut More Than 150 Jobs and Its REMAX Ranks Still Shrank 3%. What It Means for Your Crew

REMAX's parent lost $67.2 million last quarter and cut over 150 jobs. Its US and Canada agent count slipped 3% to 72,118, while the Real side grew 21% to 36,610. Same company, two very different sales floors.

Real REMAX cut more than 150 jobs. Its REMAX ranks still shrank

Real REMAX Group reported $770 million in revenue for Q3 2026, a 20% jump from a year earlier. That figure is pro forma — it assumes the deal closed on January 1, 2025. The bottom line went the other way: a net loss of $67.2 million, against a $280,000 loss a year earlier.

Executives said they found more than $40 million a year in gross cost savings. Combined headcount is down more than 14%, with over 150 roles cut across the two businesses. CEO Tamir Poleg said on the earnings call that the hardest part is "bringing together two very different organizations."

The agent counts tell the sharper story. REMAX's US and Canada count fell 3% year over year to 72,118. Globally, its agents inched up 0.4% to 148,088. On the Real side, agent count climbed 21% to 36,610 in the same quarter, then eased to roughly 36,000 by early November after more than 500 agents were offboarded over unpaid dues or expired licenses.

President and Chief Integration Officer Jenna Rozenblat said the company does not expect "an immediate reversal in agent attrition in a franchise business."

Closures are part of the plan as well. Motto Mortgage and wemlo are being wound down. By late August, the Motto franchise network counted 151 offices, roughly 104 had already shut, and management said 92% of the network is slated for termination. Those legacy REMAX mortgage businesses together lost $5 million in adjusted EBITDA during 2025.

Now here's the number I'd underline. One Real Mortgage's attach rate is below 1%. Poleg said the company has begun testing a handoff of REMAX.com leads into that arm, and that the early data looks encouraging but "it is still a little too early to actually draw any conclusion from."

Why this is landing right now

The Real Brokerage's purchase of REMAX wrapped up just days before the quarter ended, which is why the numbers read as a pro forma blend of two businesses instead of one clean set of books.

Executives said the first round of job cuts is mostly finished, and the next push is merging duplicate tech systems and vendor contracts. They also said they see ways to add value even if the housing market stays flat — market share gains, savings, and fatter margins on mortgage, title and Real Wallet.

Housing demand held steady while mortgage rates crept back up toward 7%, after the 10-year yield dropped under 5%. If you finance anything — homes, roofs, equipment — that's your backdrop too.

Leadership is part of the plan. Alex Vidal, formerly president of ERA, was named president of REMAX. Poleg said Vidal has been traveling the country talking to broker-owners and agents. My read: a road trip is not a follow-up system. The gap between the two halves of this company is not a mystery — and it's not really about agents either.

The gap that should worry you (my read)

From here on, this is my opinion, not the company's.

Revenue at One Real Title hit $1.616 million, more than $300,000 better than a year earlier, with an attach rate holding steady near 3% — and as high as 40% or 70% inside its title joint ventures. Same company. Same customers. Same logos on the paperwork. One channel attaches around 3%, another attaches at 40% or better.

That gap is not talent. It's process. Here's what it looks like in your world.

Picture a manufactured home dealer with a small sales team on the lot. Two of them carry most of the pipeline. One quits on a Friday. The leads in his phone go with him — the family who wanted to walk that one model again, the buyer waiting on a financing answer. Nobody calls them Monday. They drive to the other lot Tuesday.

Picture a pest control company with a big renewal book. The renewals are the business. But the add-on work — termite, mosquito, wildlife — only sells when someone asks. If your add-on rate looks closer to 3% than 40%, you're not losing customers. You're losing the second sale to a customer who already likes you.

And then the lead routing piece. A lead that shows up on your website and waits is a lead you paid for twice: once to get it, once when the next guy answers it. My read is that most small sales floors don't have a lead problem. They have an ownership problem. Nobody's name is on the call.

How I'd use this week

Here's what I would do, in order, in about two hours total.

1. Pull the last 30 days of leads. Open your CRM, your notebook, or your phone's call log. Write the time of the first callback next to each lead. If the column is half blank, you found your leak. Thirty minutes.

1. Put a name on every open lead. Not the whole sales team. One person. If two people own the same lead, nobody owns it.

1. Build the list of what happens if a rep quits tomorrow. For each rep, write the three deals closest to closing and where the paperwork lives. Fifteen minutes per rep. Do it while they're still there.

1. Calculate your attach rate. For a manufactured home dealer: how many of last month's home sales also got delivery, setup, skirting or a warranty? For pest control: how many service visits added termite, mosquito or wildlife work? Divide add-ons by jobs. That's the number to fix.

1. Write down one follow-up cadence and stick to it. Mine: call within five minutes of the lead landing, text the same hour, call again day two, text day five, one last call day ten. Then stop.

1. Use a script instead of improvising. Keep it short and specific. Name the person, name the model or the service date they asked about, and offer two concrete times. No pitch on the first call. If you sell financing, have both answers ready before you dial.

1. Put it on one page and look at it every Monday. Leads in, first-call time, appointments set, jobs sold, add-ons sold. Five numbers. If a number moves, you'll know why.

Mistakes to avoid

• Don't cut people and call it a lead strategy. Fewer reps with the same slow follow-up is just a smaller leak.
• Don't measure your team by headcount. Measure first-call time. That's the number customers actually feel.
• Don't hand a hot lead to a second product before someone owns the first call. That's how you get a 1% attach rate on traffic you already paid for.
• Don't blame the customer for a low attach rate. They didn't say no. Usually, nobody asked.