In the world of real estate, few names command as much respect as Howard Drukarsh. As the co-founder of Right at Home Realty (RAH), one of Canada’s largest independent real estate brokerages, Drukarsh has seen the industry evolve firsthand. 

His journey—marked by strategic decision-making, adaptability and leadership—offers valuable lessons for brokers and agents looking to navigate today’s complex real estate landscape. His insights echo the wisdom found in some of the most renowned management books, from Jim Collins’ Good to Great to Stephen Covey’s The 7 Habits of Highly Effective People. 

Rather than reading through each of these management classics, Drukarsh distills their most powerful principles into actionable insights, offering invaluable guidance for brokerage founders looking to build a resilient and thriving business.

The power of the right team

One of the fundamental principles in Good to Great is “First Who, Then What”—the idea that assembling the right team precedes setting the strategy. Drukarsh attributes much of RAH’s success to his two exceptional business partners, the late Arthur Bartram and Ron Peddicord, whose complementary skills fueled the company’s rapid growth.

Beyond leadership, hiring the best branch managers was a critical decision that set the brokerage apart. In The Five Dysfunctions of a Team, Patrick Lencioni highlights that strong leadership alone isn’t enough; fostering an environment where trust, accountability and commitment thrive is key. 

Drukarsh took this to heart by making it a priority to personally connect with every manager and staff member on a regular basis. He engaged in weekly conversations, not just about work but about their personal lives and challenges, ensuring they felt valued beyond their professional roles. 

By prioritizing high-calibre managers, fostering a culture of care and maintaining direct relationships, Drukarsh ensured that agents had the resources to succeed—an approach that created a snowball effect, attracting even more talent.

Smart growth over flashy marketing

Unlike many competitors who poured money into marketing their management team, RAH took a different approach: focusing resources on supporting its agents rather than advertising leadership. 

This strategy, akin to what The Lean Startup by Eric Ries advocates, allowed the company to grow organically through word of mouth. By keeping costs low and reinvesting in service and training, RAH built long-term sustainability rather than chasing short-term brand awareness.

Adapting to change in the tech-driven era

Technology has reshaped real estate, from AI-driven platforms to virtual home tours. Drukarsh acknowledges that while the industry has changed dramatically, the core values of support and training remain essential. His philosophy aligns with Who Moved My Cheese? by Spencer Johnson, which emphasizes the need for businesses to adapt to shifting landscapes rather than resist change.

The efficiency gains from technology—such as digital listings replacing paper-based systems—have transformed the way agents operate. Yet, Drukarsh emphasizes that success today still requires the same foundational support that RAH provided from day one. 

The best brokerages will leverage technology like Mave and Hyyve Canada while ensuring agents feel guided and valued. Mave automates marketing, provides real-time data, and generates personalized content, allowing agents to focus on closing deals rather than administrative tasks. Hyyve Canada, on the other hand, connects homeowners ready to sell with qualified Canadian real estate agents, enabling agents to bid for the right to sell a home, streamlining the matchmaking process and enhancing efficiency (Drukarsh was recently named to Hyyve’s advisory board).

Leadership and integrity: The foundations of business success

Drukarsh’s leadership style embodies Covey’s principle of *seeking first to understand, then to be understood*. He stayed in close contact with his managers and staff, checking in on their well-being beyond work matters. His approach reinforced the idea that culture isn’t built in boardrooms but through daily interactions.

Drukarsh’s belief that “you can teach people to get better at their jobs, but you can’t teach integrity” highlights the importance of hiring people who align with the company’s values.

The future of independent brokerages

As real estate continues to evolve with new technological disruptions, independent brokerages must embrace innovation while holding onto the human elements that make them successful. 

Drukarsh points to the work of Raz Zohar at Mave, which simplifies and automates essential marketing and client engagement tasks, and his advisory role at Hyyve Canada, which revolutionizes the way agents connect with potential sellers, as examples of how small and large brokerages alike can stay ahead of the curve.

He also shares a piece of timeless wisdom he recently gave to an entrepreneur: “You can’t do a good deal with a bad person.” This Warren Buffett maxim underscores the reality that while technology and strategy matter, the relationships we build define long-term success.

Final takeaway

For real estate professionals looking to scale their businesses, Drukarsh’s journey is a testament to the principles outlined in many classic management books: hire the right people, focus on long-term value over quick wins, stay adaptable, and lead with integrity.