Commercial Real Estate Firms Struggle With Talent Retention Models

Written by:

Rudi Davis

Date:

20 Feb 2026

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Commercial real estate firms face a persistent challenge: retaining top talent in an industry where no single model satisfies everyone. According to Joe Santaularia, president of CORFAC International and EVP/Director of Strategic Investor Relationships at Bradford Commercial Real Estate, the core issue is not a shortage of skilled professionals, but the difficulty of designing compensation and organizational structures that actually keep them on board.

“Talent is certainly one where it’s how do you get the right people in and how do you structure your organization to keep them,” Santaularia says. He notes that leadership discussions across the CORFAC network are now focused on what professionals really want from their firms. “Some individuals want equity in a company. Some don’t. Some want to be left alone and want a higher split.”

This range of preferences poses a direct challenge for firms trying to create a unified approach. Compensation models that attract one group may drive away another. A firm that offers equity stakes risks losing professionals who value independence and simplicity. Conversely, those offering high commission splits without ownership may miss out on people seeking long-term wealth through equity.

Why Retention Models Matter Now

The stakes for getting retention wrong are high. Top producers drive transaction volume, which builds a firm’s market presence and attracts additional talent. Losing these individuals can mean an immediate loss of momentum and competitive standing. As the commercial real estate market faces increased competition and shifting deal volumes, firms cannot afford to lose their most effective brokers and agents.

The challenge is amplified in commercial real estate, where many professionals value autonomy and have historically operated with a high degree of independence. Santaularia says the industry is seeing more open conversations about compensation models, as firms compare notes on what is actually working. “A lot of those best practices are a big one,” he says, referring to the ongoing exchange of ideas within CORFAC about compensation and retention.

Despite active information sharing, there is little industry consensus. Firms are experimenting with a variety of strategies, and the results are still emerging. Some are focusing on equity incentives, others on maximizing commission splits, and still others are testing hybrid models or non-financial benefits.

Mentorship and Culture as Retention Tools

Santaularia cites mentorship as a key factor in retention, drawing on his experience with senior professionals who helped him advance. “I’ve been helped so much by them. I want to pay it forward to help others who have joined the network recently, or others who are younger than me,” he says.

For some professionals, access to experienced mentors and the opportunity to learn from their guidance is as important as financial incentives. Santaularia describes CORFAC as “my personal board, where there’s a bunch of executives that are 10, 15, 20 years ahead of me.” He argues that this network of support can be a powerful retention tool, especially for those who value professional development over immediate financial gain.

However, this mentorship-driven approach depends on a culture where senior professionals are willing to invest time in developing junior colleagues without expecting immediate returns. “They didn’t ask for anything,” Santaularia says of his mentors. “Just want to be able to help someone as much as I was.”

The Role and Limits of Technology

As firms seek new ways to retain talent, technology investments — especially in artificial intelligence — have become a major focus. Santaularia says leaders are asking how AI can drive productivity and whether it can help with retention. “AI is obviously a big buzzword right now. How can we integrate AI to find more leads?” he says.

Firms that provide advanced AI-driven lead generation and workflow tools may attract professionals seeking a strong support system, potentially reducing pressure to offer higher splits or equity. However, Santaularia cautions that technology alone cannot solve the retention problem. While AI can make brokers more productive, it does not address the underlying question of what professionals want from their careers. Some are motivated by ownership, others by independence, and still others by mentorship and growth opportunities. Technology investments may appeal to the first group but do little for the others.

Experimentation and Uncertainty Ahead

Santaularia’s account points to a period of active experimentation within the industry. Firms are testing new models, sharing information, and closely monitoring what actually produces results. “It’s what processes are working for company A, and how can we copy and paste those processes within our own organization and other organizations,” he says, describing the collaborative approach among CORFAC members.

The outcome is still unclear. The industry may eventually settle on a dominant model, or it may adapt to accommodate a range of professional preferences. For now, commercial real estate firms must recognize that top talent is not motivated by a single set of incentives. The most effective retention strategies will likely be those that offer flexibility — allowing professionals to choose the mix of compensation, ownership, independence, and mentorship that fits their goals.

As the market continues to evolve, firms that adapt quickly to these diverse needs will be best positioned to attract and keep the producers who drive their success.