challenges. The tragic Lahaina fires disrupted communities and the real estate market in Maui, while rising tariffs have increased construction and renovation costs across the islands. Yet Coldwell Banker has continued to pursue opportunities with resilience and determination. “Our goal is to be one of the top commercial property managers in Hawaii within the next few years,”Yano says. “That means growing square footage under management, expanding into new markets, and continuing to strengthen our team.” PARTNERSHIPS AND SERVICE PARTNERS Coldwell Banker’s success also rests on the strength of its partnerships. Rather than simply referring to outside contractors as vendors, the company calls them service partners—a reflection of the collaborative relationships they strive to build. Depending on the project, Coldwell Banker works with both long-standing partners and new providers, carefully evaluating capabilities and availability to ensure the right fit. From general contractors to landscaping companies, these partnerships are essential for maintaining properties and delivering consistent quality. “We couldn’t do what we do without the support of our service partners,” Yano explains. “They’re an extension of our team, and we value those relationships deeply.” LOOKING AHEAD The future for Coldwell Banker Hawaii is both ambitious and grounded in a clear strategy. On the residential side, the company will continue to support its vast network of agents and vacation rental clients. On the commercial side, Jano is laser-focused on expanding property management services on Oahu and the Big Island, with the goal of building one of the largest and most trusted portfolios in the state. With a proven record of growth, a culture of mentorship and collaboration, and the adoption of cutting-edge technologies, Coldwell Banker is wellpositioned to meet that goal. “Real estate is about more than transactions,” Yano 145 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 09 COLDWELL BANKER
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