For real estate brokerages and MLSs, the parallels are striking. The same challenges Fortune 500 firms face with AI are the ones our industry must prepare for as agentic AI becomes central to brokerage operations, MLS data services, and consumer experiences.
When you think about what makes a great listing, photos are at the top of the list. They’ve been a non-negotiable for years. You wouldn’t post a property without them—because buyers expect them, and sellers know they’re essential.
If you haven’t started yet, this is the perfect time to design your AI strategy and deployment plan with tax credit eligibility in mind.
Many MLSs have transitioned from operating as a Committee of their Shareholder Association to a stand-alone legal entity with their own bylaws, board of directors, and financials. On paper, this move allows MLSs to gain autonomy to function as a nimble, technology company while enabling the Association to focus on what it does best - education, advocacy, professional standards and community development.
Executives are working hard to improve operations, update technology, and deliver value to members. The Board wants to support those efforts but often has a different sense of what’s working and what’s not. That disconnect isn’t about politics or poor leadership. It usually comes down to something much simpler: a lack of shared data.
Ira didn’t mince words. MLSs are at a turning point. “If they don’t provide MCP servers to their participants, brokers and vendors will build their own. And those systems will bypass the MLS entirely.”
The relationship between brokers and their MLSs has evolved—and so have broker expectations. According to the WAV Group Brokerage Utilization and Access Study Part 2, brokers are no longer just looking to the MLS for listing access. They’re looking for help simplifying the overwhelming tech environment agents operate in every day.
The Mid-Carolina Regional Association of REALTORS® is seeking a dynamic Chief Executive Officer to drive strategic growth, member engagement, and operational excellence in the heart of Pinehurst, NC—a world-renowned golf destination and luxury second-home hotspot.
According to the 2025 WAV Group Association Governance Effectiveness Study, fewer than 40% of Associations include specific action plans or key performance indicators in their strategy. More than half say their strategic plan does not help the organization evolve or succeed long-term.
In the 20+ years WAV Group has been fielding MLS Customer Satisfaction Surveys we have noticed one indisputable FACT. The MLSs with CEOs that lead with their heart and demonstrate empathy and passion for their subscribers are the ones that have earned the most customer loyalty.
Most MLSs and Associations have small staffs and lean operations. They do a lot with very little. With small teams, tight budgets, and a focus on member service, it’s easy to feel pressure to assign someone internal to “handle HR.” But here's the reality: Most real estate organizations do not need a dedicated internal HR staff member until they hit at least 50 employees.
There’s a growing movement across the country - REALTOR® Associations and MLSs are pursuing formal valuations of their organizations.
