First Weber

6 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 9 smoother, more streamlined,” she asserts. “We don’t have to get face to face at times when it’s inconvenient to people. It allows us to provide them information when they want it, and in the way they want it. When it comes right down to it, this is the biggest investment most people will make, and it’s not like buying a car or ordering something on Amazon.” Currently, First Weber is highly focused on refining operations to adapt to changing market dynamics. The company recognizes the need for a fresh perspective, acknowledging that traditional methods, which served them well for many years, may no longer be the most efficient. To address this, physical office spaces are being reevaluated. Originally designed to accommodate 70 to 80 agents, these offices often have only a fraction of that number present on any given day. For this reason, when leases expire, office space is downsized, with a focus on creating modern, inspiring work environments that agents will genuinely want to return to. These revamped spaces will embrace a contemporary, collaborative design, replacing traditional cubicles with innovative huddle zones, glass walls, and a cool modern vibe, while reducing the required space by 50%. “That goes back to getting people back to work. Culture is built in the offices. Culture is human presence with each other. You can say you have a great culture, but if there’s nobody around, there’s no culture. You have to get these people back,” Maddente stresses. Four Pillars for Prosperity and Success As a home services company, and not a brokerage, First Weber operates across four core revenue streams: brokerage, mortgage, insurance, and title services, all of which are critical to the company’s revenue. Currently, each of these four pillars is experiencing distinct trends based on market conditions. According to Alt, mortgage services