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Editor’s note: This exclusive interview was originally showcased in a special edition print magazine by REM, first distributed on October 7th at the prestigious Re/Max Activate conference. We’re now bringing this insightful conversation to our online audience, delving into the unparalleled success of a leading team in Canadian real estate.

The Stone Sisters: Redefining Real Estate Team Leadership in Canada

In the dynamic and often competitive world of Canadian real estate, certain names rise above the rest, becoming synonymous with excellence, innovation, and unwavering success. Among these luminaries are the Stone Sisters, Tamara and Shannon, who have forged an indisputable powerhouse presence not just in Kelowna, B.C., but across the broader Canadian landscape. Their journey from individual agents to masterminds behind one of Canada’s most productive real estate teams is a testament to strategic vision, relentless dedication, and a deep understanding of the market.

With an astounding sales volume exceeding $210 million in 2024, and an even more impressive nearly $240 million year-to-date for 2025, the Stone Sisters aren’t just achieving remarkable numbers; they are fundamentally reshaping the narrative around what effective team leadership and sustained growth truly entail in the Canadian real estate sector. Their approach combines personalized client service with sophisticated business strategies, setting a new benchmark for industry peers.

REM Exclusive Interview: Insights from the Stone Sisters

How did you first embark on your journey into the real estate industry?

Tamara: My initiation into real estate wasn’t a sudden decision; it was almost ingrained in my upbringing. Our parents were deeply involved in the business, which meant that from a very young age, we were immersed in an environment where negotiation, market dynamics, and client relations were common dinner-table conversations. This early exposure provided an invaluable foundation, shaping my understanding of the industry’s intricacies long before I formally joined. What truly drew me in, however, was the profound sense of freedom that real estate offers – the autonomy to craft one’s own path, set personal goals, and manage one’s schedule. Beyond that, the undeniable appeal of an uncapped earning potential was a significant motivator. Unlike many traditional careers, real estate rewards diligence and strategic effort directly, offering limitless opportunities for growth and success.

Shannon: My path diverged initially, despite Tamara’s persistent encouragement over several years to join her. I chose to pursue a comprehensive business degree, followed by a career in marketing. This experience provided me with a robust understanding of market analysis, brand building, and consumer engagement – skills that, ironically, would prove indispensable later in our real estate venture. The twist came when Tamara, after years of gentle persuasion, finally stopped asking. It was at that precise moment, when the pressure was off, that I made the definitive decision to join her. We envisioned a six-month training period together, a structured approach to integrate my business acumen with her established real estate expertise. Little did we know, that collaborative training and continuous learning would become a permanent fixture of our partnership, a journey that simply never stopped evolving.

When did the vision for building a team emerge, and what were the primary catalysts behind that decision?

Tamara: I had already been a solo real estate agent for a decade, successfully navigating the market and building a solid client base, before Shannon officially joined me. Her arrival brought a transformative shift; with her keen marketing acumen and strategic business perspective, our individual capabilities synergized, leading to rapid scaling and an unprecedented increase in our business volume. However, this accelerated growth soon highlighted a critical challenge: we were “dropping balls.” The sheer volume of tasks, from administrative duties to client follow-ups, began to overwhelm our capacity, threatening the quality of service we prided ourselves on. Recognizing this bottleneck, we made our first strategic hire – an administrative assistant – after Shannon’s inaugural year. This was quickly followed by the addition of our first licensed agent in 2010, marking the true beginning of our team-building journey and a fundamental pivot in our operational strategy.

Shannon: From the very outset of our collaboration, my vision for our real estate practice extended far beyond the traditional model of individual agents. I firmly believed that to achieve sustainable, scalable success and to provide unparalleled service, we needed to operate our real estate endeavors not merely as individual practitioners but as a structured, efficient business. This meant embracing corporate principles, establishing clear roles, and developing systematic processes. Building a robust, high-performing team wasn’t just an option; it was always the foundational vision. It was the strategic pathway to transforming our aspirations into a tangible, leading enterprise capable of consistently delivering exceptional results and client experiences.

What distinct roles do each of you currently undertake within the team, and how do you ensure seamless collaboration?

Tamara: My primary focus within the team revolves around agent development and performance enhancement. I dedicate a significant portion of my time to coaching our agents, providing them with the tools, strategies, and personalized guidance necessary to refine their skills, navigate complex transactions, and excel in client interactions. This involves everything from sales techniques to negotiation tactics. Furthermore, I remain actively involved in client-facing activities, often attending Comparative Market Analysis (CMA) presentations alongside our agents. This allows me to offer real-time mentorship, ensure consistency in our service delivery, and stay intimately connected with market realities and client needs.

Shannon: My expertise is primarily channeled into leading our marketing and operational strategies. This encompasses overseeing all aspects of our brand presence, digital campaigns, and client outreach initiatives, ensuring our message resonates effectively in the market. Concurrently, I co-lead our critical functions of recruiting new talent and articulating the overarching vision and strategic direction for the team. While our roles are distinct, a foundational element of our success lies in our shared commitment to coaching and training. We both actively engage in this vital process through structured weekly team meetings, where we discuss performance, share insights, and address challenges, complemented by regular one-on-one sessions that provide individualized support and foster continuous professional growth for every member of the Stone Sisters team.

Could you provide us with a current snapshot of your business operations and achievements?

The Stone Sisters team operates with a meticulously structured framework, designed for optimal efficiency and market dominance. Our current business metrics reflect not just our scale but also the strategic deployment of our human and financial capital:

• Agents: Our sales force comprises 12 highly skilled and dedicated agents, a number that includes both Tamara and Shannon, who remain actively involved in high-level client interactions and team leadership.
• Staff: To ensure seamless operations and robust support for our agents, we maintain a core team of five dedicated staff members. Three of these individuals work from our central office: an experienced Office Manager who orchestrates daily administrative tasks, a Listing Coordinator who expertly manages the complexities of property listings, and a Marketing Assistant who supports our extensive outreach efforts. Additionally, two virtual staff members play a crucial role, handling critical functions such as showing coordination, collecting valuable client feedback, and generating essential reports, thereby extending our operational reach and efficiency.
• Markets Served in B.C.: Our expertise and market presence are strongly established across key regions within British Columbia, including the vibrant communities of Kelowna, Peachland, Big White, Lake Country, and West Kelowna. This geographical diversification allows us to serve a broad spectrum of clients and property types.
• 2024 Production: In the past year, our team successfully completed 222 sales transactions, culminating in an impressive Gross Sales Volume (GSV) of $210,828,222. These figures underscore our capacity for high-volume, high-value sales.
• 2025 Year-to-Date (YTD): Demonstrating consistent upward momentum, our current year-to-date performance already records 187 firm sales, with a projected GSV reaching $240,199,600. This trajectory indicates robust growth and sustained market leadership.
• Staff-to-Agent Ratio: A critical metric reflecting our operational efficiency is our staff-to-agent ratio, which stands at one dedicated staff member for every three agents. This strategic allocation ensures that our sales professionals receive unparalleled administrative and marketing support, allowing them to focus predominantly on client acquisition and transaction execution, thereby maximizing their productivity and client satisfaction.

What were the initial key hires that profoundly transformed your business operations and trajectory?

Tamara: The strategic recruitment of specific individuals proved to be pivotal in scaling our business and optimizing our workflow. Our first game-changer was undoubtedly hiring a “rockstar” office manager. This individual brought an unparalleled level of organization, efficiency, and systemization to our daily operations, effectively becoming the backbone of our administrative framework. Following this, the addition of a dedicated marketing director was crucial. While Shannon possessed the innovative ideas and strategic vision for our marketing efforts, we recognized the need for an expert to meticulously implement and execute those strategies across various platforms. This hire ensured our marketing initiatives were not only creative but also consistently delivered and impactful. Finally, bringing on listing coordinators significantly streamlined our processes, ensuring that every property listing was handled with precision and speed, freeing up our agents to focus on sales and client relationships.

Shannon: For me, the earliest hires that truly propelled our growth were our very first administrative assistant and the initial two agents we brought on board. The administrative assistant liberated us from countless time-consuming tasks, allowing Tamara and me to concentrate on high-value activities. The first agents proved the viability of our team model, demonstrating that we could successfully leverage additional talent to expand our market reach. As we continued to grow, the decision to hire virtual staff for managing phone inquiries and coordinating showings dramatically streamlined our client service, ensuring rapid response times and efficient scheduling. Concurrently, the introduction of a dedicated listing coordinator became an operational cornerstone, centralizing and optimizing the complex process of bringing properties to market. These key hires collectively laid the essential groundwork for the sophisticated and efficient operation we run today.

What essential advice would you offer to a team leader contemplating their very first hire?

Tamara: The most crucial piece of advice I can offer to a team leader making their first hire is to rigorously assess whether you possess a sufficient and consistent volume of business to adequately support that new team member. Agents typically join teams with the expectation of receiving a steady flow of leads and opportunities. Bringing someone on board without a robust pipeline can lead to frustration for the new hire, a drain on your resources, and ultimately, a breakdown of trust within the team. Ensure your business can generate enough leads and transactions to not only cover their expenses but also provide them with meaningful income-generating work. This foundational readiness is paramount for a successful integration and long-term team relationship.

Shannon: My philosophy for hiring is encapsulated in two core principles: “Hire slow, fire fast if needed.” This means taking your time during the recruitment process, conducting thorough interviews, and ensuring a strong cultural and skill fit. However, if a hire proves to be unsuitable despite your best efforts, it’s essential to act decisively to protect the team’s dynamics and productivity. Beyond this, a critical first step is to meticulously identify the tasks you, as the leader, are currently performing that could, and should, be delegated. This introspection is vital for understanding where your time is best spent. Concurrently, before any hire, dedicate effort to creating clear, replicable systems and processes. This ensures that when a new hire joins, they can seamlessly take on approximately 80 percent of the operational work, thereby freeing you to focus on the remaining 20 percent—the high-leverage, strategic tasks that genuinely require your unique touch and leadership.

What constitute your top-performing lead sources, and how do you prioritize them?

Tamara: Our most effective and consistently rewarding lead sources are multifaceted but largely center around established relationships and quality service. Agent referrals are incredibly powerful; these come from colleagues within our network who trust us to handle their clients with the utmost professionalism. Equally vital are referrals from our past clients, a direct testament to the exceptional service and successful outcomes we consistently deliver. These repeat and referral clients often become our most enthusiastic advocates. Finally, leads generated directly from our listings are a significant source. A well-marketed and high-profile listing acts as its own advertisement, drawing in interested buyers and sellers who recognize our expertise and market presence.

Shannon: Our lead generation strategy is deeply rooted in relationship building and sustained brand visibility. Repeat and referral business forms the bedrock of our success, emphasizing the long-term value of client satisfaction and community trust. This organic growth is supplemented by targeted brand awareness initiatives, including traditional yet effective methods like strategic mail-outs and prominent bus bench advertising, which ensure our presence is consistently felt across our service areas. In the digital realm, social media plays a crucial role in engaging with our audience and generating new inquiries. When it comes to budget allocation, our strategy reflects these priorities: approximately 40 percent of our marketing budget is dedicated to nurturing our past client relationships, 25 percent targets new referrals, another 25 percent is allocated to broader marketing and brand building campaigns, and the remaining 10 percent covers miscellaneous and experimental initiatives. This balanced approach ensures both loyalty and continuous market penetration.

Can you elaborate on your process for routing leads and ensuring effective follow-up?

Shannon: Our lead management system is designed for efficiency, accountability, and optimal client engagement. Every incoming lead is meticulously entered into our sophisticated Customer Relationship Management (CRM) system, which serves as the central hub for all client interactions. From there, leads are intelligently assigned by our dedicated Director of Leads. Generic inquiries are distributed among our agents using a round-robin system, ensuring fairness and consistent opportunity distribution. For more specific or nuanced leads, a “best-fit” approach is employed, matching clients with agents whose expertise, location knowledge, or specialization aligns most closely with their needs. If a lead originates from a direct referral or is directly tied to a specific listing, Tamara or I personally handle the initial outreach, ensuring a high-touch, personalized introduction. Following this initial contact, leads are systematically moved into tailored drip campaigns based on their category and stage in the buying or selling journey. These automated sequences ensure consistent communication and nurturing. Crucially, after a transaction successfully closes, we maintain our personal connection by personally following up with and thanking our clients. This post-transaction engagement reinforces our commitment to exceptional service and fosters long-term relationships, often leading to repeat business and valuable referrals.

What does your current technology stack comprise, and how do these tools support your operations?

Our commitment to leveraging technology for efficiency and enhanced client service is reflected in our carefully curated tech stack:

• Website: StoneSisters.com: Our cornerstone digital platform, StoneSisters.com, serves as more than just a brochure. It’s an interactive hub for property listings, market insights, and client resources. Designed for user-friendliness and comprehensive information, it is optimized to capture and nurture leads while showcasing our brand and expertise in the Kelowna real estate market.
• Automation: No Dialer/Text Automation: In an era where many embrace aggressive automation, we consciously opt against extensive dialer or text message automation for outbound lead generation. This deliberate choice underscores our belief in a personalized, human-centric approach to client communication, ensuring every interaction feels authentic and tailored, rather than generic.
• AI: Website Bot for Instant Replies: While we prioritize human interaction for outbound communication, we intelligently integrate AI where it enhances responsiveness and efficiency. Our website features an advanced AI-powered chatbot that provides instant replies to common inquiries, guides visitors through property searches, and collects essential information, ensuring that potential clients receive immediate assistance even outside of business hours. This blend of AI and human touch optimizes initial engagement.
• Finance: Excel + Hubdoc: For our financial management, we utilize a robust combination of tools. Microsoft Excel provides the flexibility and analytical power for detailed budgeting, forecasting, and performance tracking. Complementing this, Hubdoc automates the collection and organization of financial documents, streamlining bookkeeping, reducing manual data entry, and ensuring accurate, real-time financial insights.
• Other Tools: ChatGPT: We embrace cutting-edge AI for various internal applications. ChatGPT, for instance, is a valuable tool for brainstorming marketing content, drafting initial communications, generating property descriptions, and assisting with research, significantly boosting our team’s productivity and creative output.

How strategically do you reinvest profits back into your business to fuel continued growth and success?

Our approach to financial management is highly strategic, focusing on reinvestment that directly contributes to growth while maintaining healthy profitability. We allocate our revenue across key areas with specific goals:

• Marketing: 6.2% of Revenue: A significant portion of our revenue, 6.2%, is meticulously reinvested into marketing initiatives. This encompasses everything from digital advertising campaigns and social media presence to traditional branding efforts and client appreciation events. This consistent investment ensures our brand remains prominent, our lead pipeline stays robust, and our market reach continues to expand.
• Staff/Operations: 8.1% of Revenue: We believe that our people and efficient operations are the backbone of our success. Therefore, 8.1% of our revenue is allocated to staffing and operational expenses. This covers salaries, professional development, technology infrastructure, and office overhead, ensuring our team is well-supported and our systems run smoothly, ultimately enhancing our service delivery.
• Profit Goal: Maintain 40% Profit, 30% COGS, 30% Expenses: Our overarching financial objective is to maintain a healthy and sustainable business model. We aim for a 40% profit margin, demonstrating our efficiency and smart management. Our Cost of Goods Sold (COGS) is targeted at 30%, which primarily includes agent commissions and direct transaction costs. The remaining 30% is allocated to general operational expenses (as detailed above, excluding staff). This balanced financial framework allows us to consistently invest in growth, reward our team, and ensure long-term stability in a competitive market.

What particular qualities and characteristics define the agents who truly thrive and excel within your team environment?

Shannon: We’ve found that the agents who truly flourish on the Stone Sisters team embody a specific set of attributes: they are “hungry,” “smart,” and unequivocally “team players.” The “hunger” refers to an intrinsic drive to succeed, a proactive approach to seeking out opportunities, and an unwavering commitment to achieving their goals. “Smart” agents are not just intelligent but also adaptable, quick learners, and strategically minded, capable of analyzing market trends and applying effective sales techniques. Crucially, being a “team player” means contributing positively to our collaborative environment, supporting colleagues, and aligning with our collective vision and values. For new agents joining us, this supportive structure often translates into rapid success, with many securing their first deal within two to three months of joining. We place immense value on consistent follow-up and the delivery of exceptional customer service, rewarding those who demonstrate these qualities consistently. Conversely, we have a clear policy: “No follow-up? No leads.” This emphasizes that proactive engagement and client care are not just encouraged, but are fundamental requirements for receiving lead assignments and building a successful career within our team.

What strategic advice would you offer to leaders of smaller real estate teams aiming for growth?

Shannon: For smaller teams seeking to scale efficiently, identifying and addressing your most pressing bottleneck is paramount. Your next hire must directly resolve that bottleneck to yield maximum impact. For instance, if your team isn’t generating a high volume of leads, hiring an Inside Sales Agent (ISA) might not be the most logical first step, as they would lack sufficient opportunities to pursue. In such a scenario, your immediate need might instead be a transaction coordinator, who can streamline existing deals, enhance client experience, and free up agents to focus on lead generation. Beyond staffing, strategic marketing investments are crucial. Actively invest in social media advertising to expand your reach and cultivate a robust online presence. Simultaneously, prioritize consistent client engagement strategies. These efforts build brand loyalty, generate invaluable referrals, and create a sustainable pipeline for growth. It’s about smart, targeted investments that address current limitations and pave the way for future expansion.

Lightning Round: Quick Insights from Industry Leaders

• Favourite Canadian market truth: In the Canadian real estate landscape, a fundamental truth remains constant: the power of genuine relationships. Referrals and repeat clients consistently outperform even the most sophisticated advertising campaigns in terms of return on investment (ROI). Building trust and delivering exceptional service creates a loyal client base that acts as your most effective marketing engine.
• One tech you’d fight to keep: Without a doubt, our Customer Relationship Management (CRM) system is indispensable. It’s the central nervous system of our operations, allowing us to meticulously track client interactions, manage leads, automate follow-ups, and gain deep insights into our client journey. It’s the tool that empowers our personalized approach and ensures no opportunity is missed.
• One marketing hill you’ll die on: Our unwavering marketing philosophy is simple yet powerful: “Be in front of people.” This means maintaining consistent visibility and engagement, whether through digital channels, community involvement, or direct outreach. In an increasingly crowded market, active presence and brand recall are paramount to staying top-of-mind with potential clients.
• Agents fail because… they often succumb to the allure of digital detachment, hiding behind screens and relying solely on passive communication. True success in real estate stems from authentic human connection. Agents fail when they neglect the vital act of connecting meaningfully with people, preferring the perceived ease of technology over genuine relationship building.
• Teams win because… they inherently foster efficiency, establish robust processes, and collectively achieve a far greater marketing reach than any individual agent could manage alone. The synergy of a well-structured team, with specialized roles and streamlined operations, creates a powerful advantage, allowing for superior service delivery and market penetration.

The journey of the Stone Sisters stands as a compelling blueprint for excellence in Canadian real estate. Their blend of strategic hiring, innovative marketing, and unwavering commitment to client relationships continues to inspire and redefine success in the industry.