(Stacey Falkwin/contributed)
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Stacey Falkwin: Building a Real Estate Empire Through Systems, Staging, and Strategic Growth
From the foundational grit of a renovator to the visionary mindset of a seasoned builder, Stacey Falkwin’s journey into real estate is a testament to perseverance, strategic planning, and a deep understanding of market dynamics. Her career didn’t begin in a traditional office but rather in the hands-on process of transforming a challenging first rental property. This early experience ignited a passion that rapidly evolved into a thriving real estate career, culminating in the establishment of the highly successful Falkwin Group of Royal LePage Atlantic. Serving the dynamic Halifax market, the Falkwin Group distinguishes itself through its meticulous operational systems and a unique in-house staging service that adds unparalleled value for clients.
The year 2024 presented its share of hurdles for many in the real estate sector. However, under Stacey’s strategic leadership, the Falkwin Group not only navigated these challenges but rebounded with remarkable strength. By the fall of 2025, the team had already achieved 156 transactions, representing an impressive sales volume of $103.2 million. This phenomenal growth reflects Stacey’s deliberate transition in her own role: she now dedicates 75% of her time to CEO and operational responsibilities, with 25% still in sales. Looking ahead to 2026, Stacey plans a complete exit from direct sales, focusing entirely on steering the group’s strategic direction and fostering its continued expansion.
Falkwin Group: Key Performance Indicators & Structure
Team: Six dedicated agents
Staff: One full-time administrative professional; a part-time marketing specialist; a full-time lead stager; and a staging assistant/runner
2024 Performance: 133 transactions; $80.0M sales volume
Fall 2025 Year-to-Date: 156 transactions; $103.3M sales volume
An Interview with Stacey Falkwin: Insights on Real Estate Team Building and Business Growth
REM: Stacey, your journey is quite inspiring. Can you tell us about your initial foray into the real estate world?
SF: My career in real estate truly began out of necessity and a bit of frustration. A less-than-ideal university landlord experience was the catalyst that pushed me towards property ownership. I decided to buy the most affordable place I could find near downtown. In a regrettable move fueled by youthful ambition, I skipped the inspection. This meant I learned everything the hard way, hands-on, relying on friends and library books to guide me through the renovation process. However, the unexpected equity generated from that first renovation was an incredible revelation – it truly hooked me. From there, I started actively seeking out and renovating distressed rental properties. Eventually, I realized I could formalize this passion and began helping friends and family, which organically led to obtaining my real estate license. The business simply grew from those authentic beginnings.
REM: Many successful individual agents ponder forming a team. What motivated you to build a team around you?
SF: The decision to build a team was born out of a clear need for scalability and improved quality of life. As a solo agent, I found myself constantly wearing too many hats, juggling every aspect of the business from lead generation to closings, which inevitably led to working an unsustainable number of hours. More importantly, I recognized a growing demand for enhanced services that I, alone, couldn’t consistently provide without compromising quality. I yearned for a sense of community within my professional life, collaborating with like-minded individuals who shared my commitment to excellence. Building a team allowed me to meet client demand more effectively, expand our service offerings, and maintain the high standards we pride ourselves on, all while creating a more balanced and supportive work environment.
REM: Your team has grown significantly. Could you elaborate on the current roles and responsibilities within the Falkwin Group today?
SF: Absolutely. My role has evolved considerably, aligning with our strategic growth objectives. Currently, I dedicate 75% of my time to CEO and operational responsibilities, focusing on the big picture, strategic planning, and optimizing our systems. The remaining 25% is still in sales, but I am firmly on track to transition completely out of sales by 2026. This allows me to empower our team members. We have four full-time Realtors, one of whom has become a part-owner, marking a significant step in our succession planning and long-term vision. Our administrative backbone consists of one full-time admin professional, ensuring smooth daily operations and compliance. We also have a part-time marketing specialist dedicated to amplifying our brand and reach, and crucial to our unique selling proposition is our in-house staging team: a full-time lead stager supported by a staging assistant/runner. Each role is vital to our seamless service delivery.
REM: Reflecting on your growth, which were the first hires that truly transformed your business?
SF: The first three hires that fundamentally changed the trajectory of my business were a full-time administrative assistant, a second agent, and a dedicated stager. The administrative assistant immediately freed up countless hours, allowing me to focus on revenue-generating activities and strategic planning instead of getting bogged down in paperwork. Bringing on a second agent was crucial for expanding our capacity and serving more clients without diluting our service quality. And the stager? That was a game-changer. It elevated our listings, enhanced our client value proposition, and became a significant differentiator in the Halifax market, directly contributing to faster sales and higher offers.
REM: For someone considering their first hire, what single piece of advice would you offer?
SF: For anyone making their first hire, my strongest recommendation is to get a coach. Hiring is not merely about filling a vacancy; it’s about laying the foundational stones for your future business. Without proper guidance, it’s incredibly easy to make costly mistakes that can set you back significantly in terms of time, money, and morale. A good coach provides invaluable expertise, helping you define roles clearly, attract the right talent, and implement best-practice systems from day one. This strategic investment upfront ensures you build a robust and sustainable structure rather than patching holes later on.
REM: Looking at 2025, what were your top lead sources for the Falkwin Group?
SF: In 2025, our lead generation data clearly underscores the power of relationships. Our top lead source, accounting for a significant 49%, was repeat and referral business from past clients. This highlights the enduring value of exceptional service and ongoing client nurturing. Our personal sphere of influence contributed another robust 13%, demonstrating the importance of maintaining strong professional and personal networks. Additionally, strategic alliances with complementary businesses or professionals generated 6% of our leads. These channels collectively form the bedrock of our business, emphasizing trust and long-term relationships over transactional gains.
REM: If one of these crucial lead channels were to suddenly vanish, which one would have the most profound negative impact on your business?
SF: Without a doubt, the loss of our repeat and referral engine would be the most devastating. It represents nearly half of our business and is the most organic, cost-effective, and sustainable source of new clients. This channel isn’t just about transactions; it’s about the deep trust and loyalty we’ve built over years with our clients, leading them to confidently recommend us to their friends, family, and colleagues. It is the very core of how we operate and grow, making it irreplaceable by any other single channel.
REM: Once new leads come in, how are they routed and assigned within the team?
SF: All new leads initially come directly to me. This centralized approach allows me to have a holistic view of incoming opportunities and understand the specific needs of each lead. From there, I strategically assign them to the agent best suited for that particular client, based on their individual skill set, current capacity, and expertise in a specific area or property type. This ensures that every client receives the most effective and personalized service from the outset, maximizing the chances of a successful outcome and maintaining our high service standards across the board.
REM: In terms of technology, what are the core tools that the Falkwin Group relies on daily?
SF: Our operational efficiency is significantly bolstered by a concise yet powerful tech stack. At the heart of our client relationship management is Follow Up Boss, which is indispensable for lead nurturing and client communication. Our professional website serves as our digital storefront and a primary information hub for potential clients. For project management and workflow organization, we heavily utilize Trello, ensuring that all tasks and processes are clearly defined and tracked. Finally, Excel remains a critical tool for detailed financial analysis, data tracking, and strategic planning. These four tools form the technological backbone of our streamlined operations.
REM: What specific metrics do you track regarding money and Return on Investment (ROI)?
SF: When it comes to financial performance and ROI, we keep a close eye on two key metrics: per-deal profit and average commission. Tracking per-deal profit allows us to understand the true profitability of each transaction after all associated costs, providing insights into our efficiency and pricing strategies. The average commission metric gives us a broader understanding of our revenue generation capabilities over time and across different market segments. These metrics are vital for assessing financial health, identifying areas for improvement, and making informed decisions about resource allocation and future investments.
REM: For a brand new agent joining your team, what is the typical time frame until they close their first deal?
SF: Based on our structured training and lead support systems, a new agent joining the Falkwin Group typically closes their first deal within approximately 45 days. This relatively quick turnaround is a direct result of our comprehensive onboarding process, access to our established lead flow, and the continuous mentorship and support provided by the senior team members and myself. We focus on getting new agents productive quickly while ensuring they uphold our standards of service and professionalism.
REM: What specific qualities or behaviors differentiate a high-net producer, someone earning $500k to $750k, on your team?
SF: The agents who achieve a net production of $500k to $750k on our team consistently exhibit three critical traits. Firstly, they demonstrate flawless system use – they don’t just know our systems, they execute them perfectly every single time, ensuring efficiency and consistency. Secondly, they possess extreme organization, managing their time, tasks, and client interactions with precision and foresight. Finally, and perhaps most importantly, they commit to showing up every time. This means unwavering dedication to client needs, consistent lead follow-up, and active participation in team initiatives. It’s about being present, prepared, and persistent in all aspects of their work, which ultimately translates into exceptional results.
REM: How do you foster a positive team culture, specifically what behaviors are rewarded, and which might lead to an agent being benched?
SF: Our team culture is built on a foundation of shared values. We strongly reward behaviors that embody these values, particularly an unconditionally helpful spirit. This means proactive collaboration, genuine support for teammates, and always prioritizing the client’s best interest. We celebrate those who contribute positively to our collective success and uphold the high ethical standards we’ve established. Conversely, any behavior that deviates from these core values or negatively impacts team cohesion or client trust can lead to an agent being benched. It’s crucial for us to maintain a harmonious, high-performing environment where everyone is aligned with our mission and principles.
REM: In an industry with ever-evolving regulations, what is the Falkwin Group’s approach to compliance?
SF: Compliance is not just a checkbox for us; it’s an integral part of our operational framework. Our proactive approach is spearheaded by our administrative team, who regularly undertake professional development and specialized courses covering critical areas such as CASL (Canada’s Anti-Spam Legislation), DNCL (Do Not Call List), PIPEDA (Personal Information Protection and Electronic Documents Act), and all CREA/board rules. They then meticulously adapt these evolving regulations into our internal systems and protocols. This ensures that our entire team is not only fully trained on current compliance requirements but also consistently operating within legal and ethical guidelines, safeguarding our clients and our business reputation.
REM: For your next strategic hire, would you prioritize an ISA (Inside Sales Agent) or a transaction coordinator, and why?
SF: Our next strategic hire would unequivocally be a transaction coordinator. Given that we already have robust administrative support, a transaction coordinator offers a critical layer of protection for our service standards and operational efficiency from the moment an offer is accepted right through to closing. They meticulously manage all the intricate details, deadlines, and communications post-contract, freeing up our agents’ capacity to focus on lead generation and client-facing activities. This strategic move ensures that our clients experience a seamless and stress-free closing process, solidifying our reputation, and critically, it allows us to scale our lead flow effectively without compromising the quality of our backend operations.
REM: If you had an extra $5,000 per month to invest for six to twelve months, what would be its best use?
SF: With an additional $5,000 per month for a period of six to twelve months, my absolute priority would be to strengthen our operational foundation. This investment would be allocated towards enhancing our transaction coordination capabilities, further optimizing our staging efficiency, and significantly investing in database nurturing strategies. The rationale behind this is simple: there’s no point in generating increased volume if your underlying systems can’t handle it or if new leads don’t translate into loyal, repeat clients. By shoring up these operational pillars, we ensure that any added volume sticks, translates into sustained profitability, and reinforces our reputation for exceptional service, paving the way for organic and resilient growth.
REM: What would you define as the minimum viable follow-up cadence for client engagement?
SF: Our minimum viable follow-up cadence centers on authenticity and consistency, rather than complicated gimmicks. It begins with a same-day response to all inquiries – speed is paramount in today’s market. Following that initial contact, the cadence shifts to tailored touches. This means personalized communication that resonates with the individual client’s needs and preferences, delivered consistently over time. The key is to be genuinely helpful and consistently present in their journey, building a relationship organically rather than overwhelming them with generic messages. Quality and relevance always triumph over sheer quantity.
Lightning Round: Quick Insights from Stacey Falkwin
Canadian market insight: The most crucial observation in the Canadian real estate market is that people increasingly prefer and respond to authentic, human communication. There’s a growing resistance and skepticism towards anything that appears automated or generated by Artificial Intelligence. Personal connection remains paramount.
One tech you’d fight to keep: If I had to choose just one piece of technology to keep, it would be Trello. Its visual, intuitive interface for project management and task organization is indispensable for keeping our diverse team coordinated and on track across multiple complex transactions.
Marketing hill you’ll die on: My firm belief in marketing is that true value is demonstrated through exceptional service and robust systems, not just through flashy advertisements or superficial campaigns. We believe in showing our clients the tangible benefits of working with us through our actions, rather than just telling them through ads.
Agents fail because: Many agents ultimately fail because they are unwilling to invest the time and effort into building scalable systems or because they refuse to seek out guidance and mentorship that is essential for long-term success. Relying solely on raw talent without structure is a common pitfall.
Teams win because: Successful teams thrive by effectively leveraging the right people, implementing proven processes, and demonstrating strong, consistent leadership. This powerful combination enables them to achieve consistent, sustainable, and impactful long-term results that far surpass what an individual agent can accomplish.
Editor’s note: Stacey Falkwin’s invaluable insights were captured in the fall of 2025, forming a pivotal feature in a special print edition of Real Estate Magazine. Her forward-thinking approach continues to inspire and shape the real estate landscape.