REAP Dashboard member Rob Biasetto from Ray White Wetherill Park Cecil Hills has found the new profit dashboard to reveal surprising insights and clear areas of performance. 

Rob Biasetto has been a principal operating for 32 years, and in that time he has grown a great business as market leader in both Sales and Property Management.  

Rob shares his experience with REAP Dashboard co-founder Chris Mercer.

"At first I thought the dashboard numbers must be wrong, but once I looked into them, they surprised me because we had money in the bank. In the end sometimes you think you are in a much better place than you really are". Rob revealed following on from a coaching session with Chris.

Rob said that getting to understand the dashboard charts was easy but also required you to think about what it all means. 

"The trends that are revealed on the Dashboard are not just monthly results, but rolling quarters (or in other words the most recent 3 months added together). So when you see these results you want to double check them, which is easy, because I was able to look back at my best period and use that as a comparison to how my current period performance was tracking."

What is more important - growth in top line revenue or making a profit? 

"Look it's a bit of both. Bottom line is important because it's what you take home, it's how you survive. However, the turnover is very very important as it is what makes us aim for records. I don’t want to be the number one business in Sydney and lose money", Rob told Chris. 

"I wish I had a profit dashboard like REAP 15 years ago, when we tried to grow too fast. It was a costly exercise, but I didn't realise how easy it was to spend more money, and how long agents took to get going."

Rob said, "I've learnt you always need to be recruiting new agents and properties under management to grow, but more importantly you have to give them your time. We hope they will all succeed, but we know that is not always the reality, but it is what's required when you run a real estate business."

So what is your main lesson from all of your years of experience?

"That business is not about a good month or good quarter, not even a good year. You really need to look at your performance over a two to three year period. In the past if I had a good period in sales, I'd start to look at buying a new Porsche, now instead, I watch the numbers a bit longer before spending money stupidly."

Visit www.reapdashboard.com 

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