LeadingRE COO Kate Reisinger Interviewed by BE News


LeadingRE Chief Operating Officer Kate Reisinger was interviewed by BENews, a popular U.K. online news service covering the entire built environment industry. Read the full article below or on BENews here.

My BE Career: Kate Reisinger

Name: Kate Reisinger

Job title: Chief Operating Officer, LeadingRE

What I do: I oversee the design and implementation of key operational strategies for our company, which includes member services, where I focus on engagement, performance, satisfaction, and success among our 550 member real estate companies around the world. I also work on our core referral programme, which generates over 24,000 member-to-member real estate referrals annually, valued at over $8bn. Additionally, I head our marketing and events, including our flagship Conference Week, which draws over 2,000 top real estate professionals every year.

Why I got into the property industry: Quite simply, I wanted to help people. In college, I won an internship with the district attorney as a victim witness advocate. From that experience, I realised that I had an instinct to serve people. Ultimately, getting into real estate meant helping people with the biggest investment of their lives.

How I did it: After college, while I studied to get into law school, I was working in a retail store and was promoted to manager. My mom commented that I was doing such a good job selling clothes that I could use those skills selling real estate. I got my license and was working as a realtor, while also bartending. A friend shared a job opportunity for a relocation coordinator, assisting people moving from one city to another. I had been working 80 hours a week at that point, so I took the interview and got the job.

My first proper job: Working at the Benetton store on Chicago’s Michigan Avenue as store manager. In that role, I learned a lot about people that I believe has been a solid foundation for me: the importance of customer focus, how to deal with different personalities, how to meet people where they are and provide what they need.

My first big break: When a national franchise purchased the local real estate company where I worked, I was given an opportunity that changed the path of my career. One Friday afternoon three months after the acquisition, the CEO called me in and asked, “How’s it going?” I was honest. I told him it was difficult , and that the department I was in was without focus or a leader, and that we were losing business. He was surprised at my honesty, but I really think he valued it and he then asked me how I would feel running the department. I had no hesitation and told him: “Absolutely – I can do it.” I had just found out that I got into law school, but somehow, I knew that I was already in the right place.

My inspiration: My mom. She was a single mom who worked three jobs. She was a paralegal proofing patents and was an incredibly fast typist. She instilled in me the importance of hard work and grit and I want to be that person for my girls.

The biggest challenge I’ve encountered to date: Professionally, it was when I first started as a relocation director because there was a lot of talk that I was too young. The relocation industry had a lot of experienced, talented, accomplished players. Many were always very supportive of me, but others were questioning. Personally, my biggest challenge was my father’s death. As a child of 11-years-old, when your parent dies suddenly, everything you think about the world is flipped. It makes you grow up fast. I lost my rose-colored glasses and realised life can be unfair. I think what that taught me was to live life to the fullest and take advantage of each and every day.

My greatest achievement/proudest moment to date: My kids – two twin girls who, I’m told, look just like me! I like watching life through their eyes because it’s entertaining and joyful. The biggest misconception people have about the property industry: That the real estate agent is not essential to the process.

My biggest bugbear about the industry/the one thing I would change about the industry: We can move too slowly…in adopting new technology, modernizing the process, and adapting to ever-changing market trends.

Why I’m so passionate about DE&I: Our industry should be representative of the communities we serve and reflect our population.

Why I’m so passionate about ESG: We must preserve this planet for our children and their children. As an industry, there is so much we can do, from supporting sustainable building to encouraging environmental action in our own communities. When it comes to social issues, we must be diligent in striving for and achieving fair housing for all. Where I’d like to be in five years’ time career-wise: I want to continue to grow in the ways I contribute to our network and support our members’ success – individually and as a whole.

What I do in my downtime: I love to cook and travel. My favourite dish to make is homemade pasta with bolognese sauce and my top travel destination at the moment is the US national parks. Experiencing the beauty of this world with our kids has been an incredible experience.

The job I’d be doing if I was not doing this: Victim witness advocacy or an attorney focusing on criminal prosecution.

My advice for someone just starting out: Be hyper-focused on a couple of things that will move you forward – not everything. In times of uncertainty, put your head down and work. Roll up your sleeves. Don’t be afraid to get in there.

My motto/mantra: Be of service, even in the smallest of ways. Smile at people. Say hello. You never know how it may help. Give back to the community you live in. It really grounds you. In the workplace, I think about how I can foster my team and what moves them forward every day.

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LeadingRE Announces 36 New Members from Across the Globe

January 24, 2024 – Leading Real Estate Companies of the World® (LeadingRE), the global network of premier real estate firms, has announced the addition of 36 new members to its professional community in 2023.

The new member firms to have joined LeadingRE’s network last year include property businesses from the UK, Europe, United States, Canada, Latin America, Caribbean, Asia the Middle East, and Africa. This remarkable expansion brings the firm’s worldwide membership to 550, representing a network of more than 138,000 real estate associates in more than 70 countries worldwide.

As an invitation-only business-to-business real estate community, LeadingRE interconnects top local and regional real estate firms across the world and supports their success with best-of-industry assets, like referrals, exclusive events, elite training and education, marketing and technology resources, and support.

Chris Dietz, President of Global Operations at LeadingRE, commented: “Last year we experienced some global economic uncertainty and challenges including interest rates rises and unforeseen fiscal fluctuations. Real estate is a people business and by connecting professionals around the world, we can enhance our understanding of property markets – both locally and internationally. We are delighted to see such diverse new members from APAC, EMEA, LATAM and North America join our ever-expanding community of leading professionals. We look forward to continued growth in 2024 as we embrace another exiting global real estate market of opportunity.”

Selected companies in the LeadingRE international network are recognised for their expertise and superior knowledge of both local and global markets. All LeadingRE members are vetted, not just for performance, but a continued commitment to quality customer experience.

A full list of new LeadingRE member firms can be found below:


  • Cambridge Real Estate (Cambridge, New Zealand)
  • Lodge Real Estate (Hamilton, New Zealand)
  • Richmont’s (Sathon, Thailand)


  • Boldt Realty Inc., Brokerage (St. Catharines, Ontario)
  • MacKay Real Estate (Wolfville, Nova Scotia)
  • Real Estate Centre (Taber, Alberta)
  • Team PowerHouse Realty (Prince George, British Columbia)

Europe, Africa and Middle East:

  • Boulevard Group (Nice, France)
  • Castelhana Real Estate (Lisbon, Portugal)
  • Ismail and Partners (Lagos, Nigeria)
  • Maior Capital (Olbia, Italy)
  • Oria Advisors (Lisbon, Portugal)
  • Philip & Frank (Prague, Czech Republic)
  • San Patrik Real Estate (Zagreb, Croatia)
  • Savoir Prive Properties (Dubai UAE)
  • Strand Properties (Marbella, Spain)
  • The London Broker (London, United Kingdom)

Latin America and the Caribbean:

  • CENTRAL MAXRE SRL REAL ESTATE (Buenos Aires, Argentina)
  • Dominican Properties (Santo Domingo, Dominican Republic)
  • Panama Sovereign Realty (Pedasi, Panama)
  • Peters & Romero Real Estate (Mexico City, Mexico)
  • Propiedades Cancun (Cancun, Mexico)
  • Vida & Co. Ltd. (San Ignacio, Belize)

United States

  • Chisum Realty Group (Angel Fire, New Mexico)
  • Christie’s International Real Estate Bluegrass (Lexington, Kentucky)
  • ClearView Realty, LLC (El Paso, Texas)
  • Denovo Realty (Melbourne, Florida)
  • DiPietro Group Real Estate (Windham, New Hampshire)
  • DJ & Lindsey Real Estate (Saint Augustine, Florida)
  • Galles Properties (Pagosa Springs, Colorado)
  • Hogan Associates Christie’s International Real Estate (Middletown, Rhode Island)
  • Homepage Realty (Louisville, Kentucky)
  • Huntington & Ellis, A Real Estate Agency (Las Vegas, Nevada)
  • Liz Moore & Associates (Williamsburg, Virginia)
  • Meservier & Associates (Auburn, Maine)
  • St. James Properties (St. James, North Carolina)
  • Wallace Real Estate (Knoxville, Tennessee)

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The Intersection of Sports Stadiums and Real Estate – A Complex Game

As published by PropertyWeek ($), January 3, 2024


By Chris Dietz, LeadingRE President, Global Operations


In the world of real estate investment, location is everything. Proximity to amenities, schools, and job centers often dictates the desirability and value of a property. But what about the presence of a sports stadium? For real estate investors, being near a major sporting venue can be a golden ticket but, in some cases, a risky gamble.

Proponents of investing near stadiums often highlight advantages backed by real-world statistics. First and foremost is the potential for substantial rental income, especially on game days. Rental properties near stadiums are in high demand, as fans flock to the area for pre-game festivities and post-game celebrations. According to a report by the National Bureau of Economic Research, properties within a mile of a National Football League (NFL) stadium can see rents increase by as much as 9%.

Furthermore, a sports stadium can act as a magnet for commercial development in the surrounding area. As teams and fans provide a steady stream of foot traffic, local businesses, restaurants, bars, and entertainment venues are more likely to flourish. A study published in the Journal of Sports Economics found that housing values near sports stadiums increased by 4.7% in the US.

These statistics are not just exclusive to US cities. For instance, the impressive Tottenham Hotspur Stadium in London has sparked a surge in real estate development. The area around the stadium, previously less glamorous, has transformed into a hub for real estate investment. According to property experts, the values of homes within a one-mile radius of the stadium have witnessed a substantial increase, making it a lucrative prospect for real estate investors.

Moreover, cities and municipalities often invest in infrastructure improvements around sports stadiums, including better public transportation, upgraded roads, and enhanced security. A survey by the International Association of Venue Managers showed that 82% of stadium owners reported contributing to infrastructure and development projects around their venues. These enhancements can enhance the overall liveability of an area, making it more appealing to both residents and investors alike. Well-planned developments can lead to an increase in real estate demand and, consequently, prices.

However, there’s another side to this story, and it’s not all golden goals for real estate investors near stadiums. One of the most significant challenges is the inconsistency of rental income. You may see rents dop in the off-season if it’s being used by sports fans. And while game days can be highly profitable, they also come with their share of headaches. Parking shortages, increased noise, and potential property damage from revellers are some of the issues property owners may face. Game days are not for the faint of heart when it comes to managing your property.

Moreover, the cyclical nature of professional sports can’t be ignored. Team performance and economic conditions can influence fan attendance, directly impacting the demand for nearby properties. The same report by the National Bureau of Economic Research found that winning an additional game during the regular season corresponds to a 0.14% increase in housing values within a mile of the stadium. Conversely, a losing season can lead to a drop in local property values.

The shift towards remote working and the adoption of flexible office arrangements have impacted traditional workspaces. The pandemic demonstrated that many businesses can operate effectively with remote workforces. As a result, commercial real estate around stadiums, which may have once been in high demand for traditional office spaces, is facing new challenges. Investors must consider this when evaluating the long-term prospects of properties in such areas.

Investing in real estate near sporting stadiums is generally a good move but can be a double-edged sword. It offers the potential for high rental income, increased property values, and a bustling local economy, but it also comes with challenges like inconsistent rental income, property management complexities, vulnerability to sports team performance, and evolving dynamics in the commercial real estate sector due to remote work trends. Real estate investors should approach such opportunities with a keen understanding of the local market dynamics, the financial strength of the sports team, and a tolerance for potential ups and downs. Like any real estate investment, thorough research, a solid business plan, and risk mitigation strategies are essential when considering a stake in the property game near sporting stadiums.


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