Brokerage Coordinator

Brokers do not maintain CRMs. That is an observable pattern rather than a criticism, and it is why pipeline reviews so often run off memory and a spreadsheet someone rebuilt that morning. This role is the fix.

• CRM hygiene. Deal stages, close dates, contact records and activity logging kept current, with duplicates merged rather than accumulated.
• Pipeline reporting. The weekly report the team reviews: what moved, what slipped, what is stalled and for how long.
• Pitch and proposal preparation. Assembling the pitch from the firm's template with current comps and market data dropped in, on the timeline the broker is pitching to.
• Prospect list management. Building and cleaning target lists, deduplicating against existing relationships, and enriching contact records.
• Commission tracking. Following splits and referral fees from executed agreement through to payment, and flagging what has not landed.
• Activity reporting. Calls, tours and meetings, so leading indicators are visible before the pipeline shows a problem.

One coordinator serves one client at a time. See how a placement works for the sourcing and training sequence.

A brokerage coordinator lives in the CRM and the reporting layer built on top of it. Depth in those two matters more than breadth across many.

• CRM. Salesforce or HubSpot, to a real standard: reports, views, bulk edits and deduplication.
• Deal management. Dealpath, where the firm runs pipeline there instead.
• Spreadsheets. Excel or Google Sheets, including pivots and lookups, because some reporting will always live there.
• Market data. CoStar for the comps that go into a pitch.
• Presentation. PowerPoint or Google Slides, inside the firm's template.
• Communication. Teams or Slack, plus Outlook or Gmail.

Your CRM configuration is learned before the first pipeline meeting.

Screen for whether they will chase a broker for an update. The technical skills are teachable; the willingness to be politely persistent with someone senior and busy is not.

• Data quality instinct. Hand them a CRM export with duplicates, blank close dates and three deals stuck in one stage for six months. Ask what they would fix first and why.
• Reporting judgment. Ask what belongs in a weekly pipeline report for a team of six brokers. A strong answer covers what is stalled as well as what is progressing.
• Chasing seniors. Ask how they would get a broker who has ignored two requests to update four deals. Have them write the third message.
• Spreadsheet depth. Give them a real reconciliation task with a lookup in it. This is quickly disqualifying either way.
• Discretion with commission data. This role sees what the team earns.

Scale Partner weights persistence with senior people most heavily when screening for this role. The FAQ covers the replacement guarantee.

A coordinator supports the producing team without becoming part of the production.

• They do not prospect on the firm's behalf or make outbound calls to targets unless the client has explicitly scoped it.
• They do not negotiate commission splits. They track what was agreed.
• They do not decide deal stage or probability. They record the broker's call and flag when it has not been updated.
• They do not present to clients. They prepare what the broker presents.
• They do not change CRM architecture without sign-off. Fields and stages are the firm's decision.
• They do not run the deal once it is under contract. That is a transaction coordinator's work, and the two roles hand off at the executed contract.

Coordination is the first thing dropped when a brokerage team gets busy and the last thing picked back up, so the pipeline degrades exactly when the team can least afford a bad forecast.

Dedicated support keeps it current through the busy stretch, and the value compounds with tenure. Pipeline history and the reasons behind each stage change live with whoever maintains them, so continuity is worth more here than the hours suggest.