Most agents spend a career trying to master one market. Brooke Sines is running two, eight hundred miles apart, with the same daily structure holding both together.
- $60M+ Combined 2025 volume
- 115+Transactions closed
- 2 States, one system
Building the first team
Sines built Grand Allure Home Group in West Michigan first. She sold thirty homes her first year in the business and fifty-five her second, and used that second year of growth to build a team, freeing herself to focus on listings while her agents handled buyers. RE/MAX named her a Rising Star her first year in the industry. She holds a degree in Business Management from Davenport University, and sits on the Canopy MLS Board of Directors in Charlotte. At its peak, the Michigan roster closed well over a hundred homes in a single year, the kind of number that made a second market feel less like a risk and more like an obvious next step.
Starting over in a market where nobody knew her name
In 2019, Sines moved her family to Charlotte, North Carolina to open a second Grand Allure Home Group from the ground up. She had lived there briefly after college, but building a real estate business is a different thing than remembering which streets connect to which. She has been candid about what those first months actually looked like: a broker’s paperwork that took a full month to process before she could touch the local MLS, a stretch of getting run down from standing up two operations at once, and a team back in Michigan that met the expansion announcement with tears and worry more than celebration. She spent the following days calling every concerned agent individually to hear them out.
The turning point came at a conference, not a closing. Her coach, Workman Success Systems CEO Verl Workman, told her something simple after she vented about slow business in a market where she had no sphere yet: add three new people to your database every day. It wasn’t complicated advice, but it became her entire plan for the year, and the North Carolina team’s pipeline built from there.
The system, not the hustle
What makes two markets work isn’t more hours. It’s the same schedule, run without exception, in both places. Both teams hold a Monday meeting from 9 to 11 a.m., then a daily huddle Tuesday through Friday from 8:45 to 9, where every agent states what they’re working on before the day starts. Wednesdays run thirty minutes longer for role-play and objection handling. Sines is known on her own team as the systems person, the one who texts a missing agent mid-meeting to say everyone’s waiting. She has also started calling it encouragement instead of accountability, on the theory that people respond better to being cheered on than checked up on.
Behind both teams sits a four-person admin structure: a Client Care Coordinator, a Transaction Coordinator, a Marketing Director, and a Team Support role that handles everything from sign placement to closing gifts. When she hires, she leans on DISC assessments to understand whether a candidate is naturally wired for people or for process, and she borrows her hiring bar from Patrick Lencioni’s The Ideal Team Player: hungry, humble, and smart, in that order.
What patience actually looks like in this business
Sines is a believer in lead nurture as a discipline, not a phase. One of her agents called a barely-engaged lead seventeen times with no answer; on the eighteenth attempt, the lead finally picked up, and it turned into a full estate sale plus several follow-on listings once they finally connected. Sines’s own version of that patience produced one of her larger deals: a buyer who told her in February 2020 that a move was years away, who she kept warm through drip email and updates for a full year before an out-of-the-blue message led to a virtual tour, a three-day house-hunting trip, and eventually a purchase north of three million dollars. Neither story was fast. Both were the direct result of not giving up on a lead that wasn’t ready yet.
The number
Grand Allure Home Group closed a combined $60M+ across its Michigan and North Carolina teams last year, on 115+ transactions, two states, one system, in a single year.
