Hey,
Behind every business that stops growing, there's usually a bottleneck.
This team identified theirs and developed a strategy to solve it. Let me tell you how:
Dean and Afroditi Aguilar founded the Dean Aguilar Group, a team of 120 agents with $11 million in top line revenue.
Last year they discovered their biggest problem wasn't the market.
It was that they had the right people doing the wrong work.
Here's what they changed, and why they had their biggest revenue month in team history right after.
— Andrew
STEP 1: Split the role before you hire someone else
DAG's VP of Sales was brilliant with people, with coaching, with role plays, but he also carried the analytics, the recruiting, and somehow ended up being the team's IT support.
The result: he was a master of nothing.
The workflow shifted immediately.
Meetings stopped being complaint sessions and became real sales conversations, agents started getting focused attention instead of divided attention.
STEP 2: The question DAG uses to redesign any role
It wasn't a KPI dashboard that revealed the problem, It was a direct conversation.
And she actually listens.
Of their 7 pod leaders, only 3 genuinely wanted the role.
The cost of having someone in the wrong role isn't just their salary. It's the ceiling they put on everyone underneath them.
What you should do today: This week, schedule a 20-minute 1-on-1 with each leader on your team.
STEP 3: The "3 Beers Deep" standard for knowing if your team is actually thinking
DAG has an internal filter to distinguish between someone answering a question and someone solving a problem.
Most people in a meeting are in performance mode, saying what they think you want to hear. When someone comes in with a surface-level solution, DAG doesn't accept it.
They ask them to go 3 levels deeper.
The concrete protocol: when someone presents an idea or a problem… Dean or Afroditi ask three questions back to back:
How does this affect sales?
Where can this break?
How would you fix it before it breaks?
No one moves forward until there are real answers to all three. They use it in:
Interviews, to filter candidates.
Role plays, to train agents.
Weekly leadership reviews, to make sure no one is operating on autopilot.
The result isn't that people work more hours. It's that they show up to meetings having already thought, already filtered, already proposed.
Meetings stop being the place where you think and become the place where you decide.
STEP 4: Build for where you're going, not for where you are today
After reviewing the numbers from Italy, Afroditi walked into the office and started deleting all the team's processes from Google Drive:
Onboarding, recruiting, training, and accountability, alll of it.
The team panicked. She told them: "I know. We're starting over."
That was DAG 3.0.
In November of that year they had their biggest revenue month in team history, the second biggest came the month after.
The key wasn't just what they changed, It was who they built it for:
They didn't rebuild for the 120 agents they have today.
Every process, every role, every meeting was designed to support 200 agents. They built the system for the team they want to have, not the one they have.
When you build for today, the system gets too small before you realize it.
When you build for where you're going, growth doesn't break the operation. The operation holds it.
THE CLOSE
The one thing: The ceiling on your team isn't set by the market. It's set by the structure you designed when you were smaller and never updated.
Dean and Afroditi didn't get to $11 million by hiring more people. They got there by defining with precision who does what, building roles around real strengths, and having the courage to delete everything when the system stopped serving them.
WANT THE FULL STRATEGY?
Search How These Realtors Rebuilt From Zero to $420M in 2 Years on YouTube or your favorite podcast app to watch the complete episode now!
