Brandon Wells, president and CEO of The Group Real Estate, doesn't buy into the fear that artificial intelligence will replace real estate agents. But he also doesn't buy into most of the AI tools being sold to brokerages today. "I think there's a lot of AI slop out there," Wells said on the latest episode of the RealTrending Podcast with host Tracey Velt. "I think there's a lot of vendors that are just, you know, putting large language model tools into their existing software, and I don't really know that that's accomplishing anything."
The Group, a northern Colorado brokerage founded in 1976 and the birthplace of the Ninja Selling system, has grown primarily through organic methods under Wells' leadership since he stepped into the CEO role in 2018. Rather than chasing mergers and acquisitions, Wells said the firm's success has come from investing in brokers through training, education and a culture of abundance — bolstered by an employee-owned model that encourages knowledge sharing rather than hoarding trade secrets. "In a typical independent contractor setting, there's a lot of scarcity," Wells said. "There's a lot of people that want to hide their trade secrets, and there's less abundance. I think one of the benefits of having an ownership model where everybody has a vested interest in not only their own personal success but the brokerage success — it's created this abundance of sharing."
The Big Picture
The real estate industry is in the midst of a technology-driven transformation, but Wells warns that not all innovation is valuable. He points out that many AI tools are simply "slop" — low-quality AI-generated content or features that don't solve real problems. In a market where efficiency is key, brokerages must be selective. The Group has opted to build its own platforms using internal tools like Claude Code for "vibe coding," rather than signing expensive vendor contracts.
Wells' approach contrasts with the consolidation trend in the industry. While large franchises and public brokerages continue to merge, Wells sees an opportunity for regional independents. He notes that private independents grew market share by 2% in the past year, attributing that momentum to flexibility and the democratization of technology. "What was once really hard to obtain or to achieve or to be able to provide as resources, I think, has become a lot more accessible for the small guy, which gives a big competitive advantage back into the court of the independents," he said.
“"I do not think you can convince me [that] a world that having listings be solely private is of benefit to sellers."”
By the Numbers
- Market share growth: Private independents gained 2% market share in the past year, according to Wells.
- Years of experience: Wells has over 20 years in the real estate industry.
- Founded: The Group Real Estate was founded in 1976, now 50 years old.
- Ownership model: The brokerage operates under an employee-owned model, fostering knowledge sharing.
- AI tools: The Group uses Claude Code for "vibe coding" to build internal platforms, avoiding AI "slop".
Why It Matters
Wells' stance on private listings is particularly relevant as the debate over property data access intensifies. He argues that keeping listings entirely off the open market does not benefit sellers, as maximum exposure typically yields the best results. However, he acknowledges circumstances where private listings can benefit one party, but warns that without guardrails, they tilt toward brokerage benefit over consumer benefit. "I think it's more riddled in risk, because I think that is more about what is in the best interest of the brokerage than what's in the best interest of the customer," he said.
On recruiting and retention, Wells did not cite incentives or splashy technology. Instead, he pointed to honesty with consumers and building a culture of abundance. In a market where agent turnover is high, his focus on training and development may be a sustainable competitive advantage.
What This Means For You
For independent agents and brokers, Wells' message is clear: technology is now leveling the playing field. AI and automation tools that were once only accessible to large brokerages are now available to smaller players. The key is to avoid the "slop" trap and focus on building solutions that truly add value.
- 1Evaluate AI tools critically: Don't buy software just because it has an "AI" label. Ask if it actually solves a specific problem in your business.
- 2Invest in training and culture: The Group's employee-owned model shows that a culture of abundance and knowledge sharing can be more effective than short-term incentives.
- 3Build your own solutions: If you have the resources, consider developing internal tools using platforms like Claude Code. This gives you control and avoids dependence on vendors offering "slop".
What To Watch Next
The debate over private listings is likely to intensify as more brokerages explore models that limit public exposure. Wells suggests that regulators and industry associations should establish guardrails to protect consumer interests. Additionally, the growth of independents will be a key indicator: if the 2% trend continues, it could pressure large franchises to rethink their strategies.
Also worth watching is how generative AI evolves in the sector. While Wells criticizes "slop," the underlying technology has potential. The key will be differentiating between tools that truly improve productivity and those that only add noise.
The Bottom Line
Brandon Wells offers a refreshing take in an industry often dominated by tech hype. His emphasis on culture, training, and internal technology building suggests that the future belongs not necessarily to the biggest, but to the smartest and most adaptable. For investors and industry professionals, the lesson is clear: true innovation doesn't come from slapping an "AI" label on products, but from solving real problems for agents and clients. The 2% growth of independents is just the beginning of a potential market reconfiguration.
