The Cheapest & Best Way to Grow an Effective Business Unit (EBU) 🤯 Wingman

Core business idea: “Effective Business Unit (EBU) / Super Team”

• Use a belt-ladder/team scaling model (karate/taekwondo metaphor) to move lead agents off “low-dollar productive” admin work.
• Goal: as agents scale revenue, they build a team (even starting with one assistant) so the agent stays focused on dollar-productive activities such as:
  • selling
  • listing
  • negotiating
  • prospecting
  • deal management

Belt ladder / EBU levels (real estate context)

Level 1 (Green / Solo agent)

The lead agent handles everything, including:

• listing presentations
• pipeline management
• vendor meetings
• negotiation
• open homes
• buyer inquiry callbacks
• auctions/reserves
• finances
• and other operational responsibilities

Level 2 (Red)

• Add an Assistant / PA to reduce agent workload.
• Typical support starts with admin + file/system management.

Level 3 (Blue)

• Add a second support layer to increase listing presentation volume.
• Includes support for lead-gen and buyer inquiry handling.

Level 4 (Gold / approaching “Black belt”)

• More assistants as sales targets grow.

“Black belt” benchmark

• Approximately $2M GCI (sales production)
• Typically supported by 3–4 people
• The agent spends time on high-value work while the team handles execution/admin.

Why agents “can’t” hire yet (the dilemma)

Agents often feel:

• overwhelmed
• unsure they’re earning enough to justify support staff

Reframe:

Without a PA, you’re the PA—you’re the bottleneck doing tasks your team should do.

Sales targets and capacity logic

• Claim: to do 5–6 sales per month, you can’t do it on your own.
• Longer-term aspiration (referenced): ~300 sales/year (with “320” mentioned in-text).
• Operational logic: shift time from admin execution into activities that directly drive:
  • listings
  • deal flow
  • sales production

Role design: two PA “colors” (operating playbook)

Red PA (admin-focused)

Responsibilities include:

• maintaining files
• coordinating diaries
• executing marketing plan tasks
• CRM/admin cleanup so operational clutter doesn’t land on the lead agent

Salary reference:

• Sydney/Melbourne: ~$70–80k/year
• Elsewhere in Australia: ~$45–60k/year

Blue PA (growth-focused)

Responsibilities include:

• helping create more listing presentations
• supporting buyer inquiries from Realestate.com.au / Domain and open home leads

Wingman’s specific solution: offshore “Remote Professionals”

Wingman positions itself as backend/assistant support for:

• real estate sales
• property management

Branding choice

• They discourage calling offshore staff “VAs” (stigma)
• Preferred term: “Remote Professionals (RPs)” to signal career value and employee mindset

Offshore differentiator

Wingman argues it’s not only about cost—it’s about:

• Philippines team culture/fit
• belief that this leads to better service and loyalty than purely local alternatives

Training + onboarding “academy” (process playbook)

• RPs undergo 3–4 months intensive training before deployment.
• Training includes major platforms used in residential sales/property management, such as:
  • CoreLogic
  • AgentBox / AgentBox Rex
  • property management concepts and real estate legislation/lingo
• Claimed outcome: reduces ramp-up (“teething”) and brings competence close to local quality.

Operational integration process (3-step approach)

Wingman emphasizes that success is not just hiring—it’s integration:

1. Train the RP
   • platforms, processes, systems
2. Onboard/integrate into the Australian business
   • treat like an employee, not an AI bot
3. Australian-side onboarding support
   • help the lead agent/team use and manage the RP effectively

Key behavioral process:

• Teams must define roles and unmet needs clearly—there’s no “mental telepathy.”

Concrete RP activity examples (what they do)

Admin/process execution

• send out agency agreements
• prepare contracts
• organize building & pest inspections
• maintain/prepare office workflows

Sales support

• build sales call lists in the CRM by:
  • finding similar properties to recently sold homes
  • routing targets to associates/agents

CRM/pipeline support

• overall admin lift for pipeline/prospecting execution

Daily management / accountability routine

Recommended operating rhythm:

• Use a daily working progress agenda (short standup style check-in)
• Example: a 30-minute directional meeting daily via Teams/Zoom covering:
  • what happened yesterday / what carries forward
  • appointments
  • prospecting calls
  • buyer calls
  • contract milestones
  • KPIs

Timezone handling:

• Philippines time is stated as ~2 hours behind Sydney/Melbourne
• RPs work Australian hours and may cover weekends

Weekend/production optimization tactic

• Schedule RP work on Saturday/Sunday so Monday starts faster:
  • cross-reference open home data
  • produce call lists/reports in advance

KPIs / management focus areas mentioned

Not presented as strict formal KPI targets, but repeated operational metrics include:

• listing presentation volume
• sales production cadence
  • ability to hit 5–6 sales/month
  • path toward 300/year
• pipeline/prospecting throughput
  • call list readiness
  • vendor follow-ups
  • callbacks
• contracts being signed
  • tracked in the daily agenda

Cost and commercial framing (including targets)

Pricing references:

• around $12/hour marketplace rate (presenters)
• packages: 10h/week, 20h/week, 40h/week

Investment reframing:

• 40h/week ≈ $480/week (tax-deduction framing mentioned)
• emphasis: avoid “locking contracts” (flexibility; retention based on quality)

Win-win-win claim:

• Business: more listings/sales from freed lead-agent capacity
• Employee/salesperson: more time for relationships and closing
• Customer: faster, efficient, accurate responses

Backed case example (growth claim)

A reference (Tom) cites an ambassador onboarding result:

• a real estate business reportedly went from 0 managements to 2,000+ managements in ~4 years
  • (the text references “22” in four years, but the intent is clearly 2,000+ managements)

Actionable recommendations for agents (playbook takeaways)

• Start with role clarity:
  • create a position description based on unmet needs
• Delegate low-value work early:
  • if you don’t have a PA, you’re the PA—move admin/system tasks off your plate
• Integrate, don’t just “assign”:
  • treat RPs like employees
  • build a routine (daily agenda + 30-minute directional meetings)
• Define communication and artifacts:
  • use agent-standard tools (Zoom/Teams)
  • use async videos/recordings for approvals, agreements, and appraisal amounts
• Use weekend production for weekday lift:
  • have RPs produce call lists/reports ahead of Monday

Presenters / sources

• Tom (main presenter)
• Jonathan Bill (co-pilot; Wingman)
• Nick Georges / Nick George’s (co-pilot; Wingman)
• Manos (name referenced; participant question about offshore)

Mentions / references

• Henry Ford (historical productivity/role-mix reference)
• Josh Tassin (referenced as a sales-path benchmark)