Keller Williams leads RealTrends Verified City Rankings as team production overtakes agents

The 2026 RealTrends Verified City Rankings revealed where the industry’s highest-performing professionals are concentrated — and also showed teams now generating more production than individual agents with fewer entries.

Two of the industry’s largest brands are adapting accordingly.

Keller Williams led all brands with 13,937 combined rankings and an 18.61% market share, while Berkshire Hathaway HomeServices of America came in 5th at 5,697 and 7.61%.

For both companies, the rankings validate strategies that executives say prioritize agent development, team scalability and stability over short-term gains.

Across all brands, teams represented less than one-third of all entries but generated $832.69 billion in volume and nearly 1.29 million sides — surpassing individual agents in both measures.

Rankings indicate broader industry shift

That City Rankings trend reflects a broader industry shift toward specialization and leverage, according to John Clidy, vice president of growth at Keller Williams.

“You have single agents that are trying hard to get business, and then they’ll partner with a team that’s successful that has systems down, and they can just do what they do well,” Clidy said. “They’ll do buyers leads, they’ll do listings and seller leads. So, you’re seeing a lot of people, and not just with Keller Williams, throughout the country, say, ‘Hey, I’m tired of working my tail off. I’m not good at hiring admins. I’m not good at this. I’m not good at that. I’m just good with buyers’ agents or getting listings.

“So, the teams are saying to them, ‘You go do your [what you’re good at] and let me handle all the other stuff.”

Keller Williams’ team market share sits at 23.01%, significantly outpacing its individual agent share of 16.93% — a gap Clidy said emerged organically and will likely widen.

He projected team market share could reach 26% to 27% next year and continue climbing, drawing a comparison to retail consolidation.

“Think about the little hardware stores,” said Clidy. “Well, you don’t see them anymore. You see Lowe’s and Home Depot because they [the little stores] just can’t compete. I think you will see that in our industry, where the little capper agent who does like $3 million just can’t compete anymore with the value that a bigger team could bring.”

Lacey Conway — senior vice president at Berkshire Hathaway HomeServices of America — said the team production numbers are particularly significant given the company’s market perception.

“It’s exciting to see [increased team production],” she said. “Often, when people think of HomeServices, they might think there are other brokerages out there that seem to be more team friendly or more about team production. But obviously, these numbers indicate otherwise, which is exciting for us as a company because we do want to be a place that attracts teams with a lot of production.”

HomeServices of America’s market share is relatively balanced at 8.02% for agents and 6.51% for teams.

Stability and local leadership

The City Rankings show success through different paths — luxury price points in Beverly Hills, transaction velocity in Scottsdale, Ariz., and Houston, as well as dominant team production in New York City.

Both executives emphasized that tailored local support, not a one-size-fits-all approach, is central to their strategies.

Conway said HomeServices of America’s philosophy gives local leaders autonomy to adapt tools and training to their locality.

“Part of the philosophy at HomeServices is certainly where local leaders are making decisions and recognizing that we are in nuanced markets,” she said. “Lexington, Kentucky, might have a very different feel for what they define as luxury and what’s resonating with those buyers, versus southern California or a high-end property in coastal Florida.

“We have a diverse set of tools, but certainly, there’s a lot of flexibility and leeway for our local leaders to tailor luxury pieces and certain price points — depending on what’s meeting the agent’s needs.”

Keller Williams approaches luxury through dedicated programming, including quarterly events in major markets and a luxury symposium scheduled for September.

“We have not only the luxury training, but also a luxury community leader who can go to most regions throughout our company,” Clidy said. “There’s also something called luxury ambassadors — agents who are doing it at a high level and who also love growing the luxury brand and luxury community and network.”

Both companies see stability as an increasingly valuable differentiator in a volatile market marked by low inventory, legal challenges and shifting commission structures.

“You need to be able to play the long game and ride some of these markets that are tricky and getting through these lawsuits,” Conway said. “I think there are companies that are moving quickly. There’s a lot of energy, a lot of flash. We are a company that provides a very solid footing for any team or agent to grow and be successful.

“It’s less sexy, but stability means a lot in our business.”

Recruitment momentum

Both brands report heightened recruitment interest, particularly following major announcements.

On Monday, Keller Williams announced an agreement to acquire the Jason Mitchell Group, a Scottsdale-based teamerage that generated $5.9 billion across 12,300 transactions in 2025 — operating in 37 states with more than 1,200 affiliated agents.

The deal, expected to close in the third quarter of 2026, has generated significant recruitment interest across the company’s regions.

“We’re at a regional meeting right now with 30 regions here,” Clidy said. “Every single one of them said, whether they’re local market centers or teams, that recruits they’ve been talking to are saying, ‘Hey, we want to talk [to Keller Williams]. We just heard about the big announcement.’”

“They want access to our network. They want access to Mastermind. They want access to Gary Keller and Jason Abrams. They want access to people who wake up every day and think, ‘How do I help people win?’”

Conway said Berkshire Hathaway HomeServices is seeing interest across the country — including acquisitions in the Midwest, South and Southeast.

Berkshire Hathaway recently announced its own large move, agreeing to acquire Taylor Morrison Home Corporation in a roughly $8.5 billion all-cash transaction.

“We also have a lot of coverage in coastal markets, which seem to have the highs and lows,” she said. “I think, as a company, we benefit from the geography where we’re spread out with market coverage that’s varied. We’re in some really small towns in Kentucky to L.A. and New York, so there’s quite a variety.”

The City Rankings confirm a clear trajectory; teams are reshaping production, and stability matters as much as flash.

For agents weighing their next move, the brands that combine scalable models with long-term support appear best positioned for the years ahead.