Interviewed by: Binesh Babu Panicker
Compiled by: Anand Raj OK
Podcast: Abu Jiyadh, JAK Productions
Tell us about your journey in real estate.
I’m the CEO and founder of White & Co. Real Estate, now known as White & Co. Group. There are quite a few businesses under the umbrella now. I moved to Dubai when I was 21, and I’m now 31— getting old! (laughs). I started as a leasing broker, then moved to sales, selling off-plan properties. I became an area manager, then a partner in a company, and finally, I started my own agency. It’s grown rapidly, and we now have over 400 staff— 300 brokers and 100 back-end staff. It’s been quite a journey, and I’m enjoying every moment. I knew from the day I moved to Dubai that I’d have a real estate agency; I just didn’t know how long it would take. We opened White & Co. just as COVID was ending. While others were closing businesses, we were opening one. It was a risk, but it paid off. We had the right people, good brokers, and a strong team. I think every agent should aspire to have their name on the wall and help others succeed. Once you’ve made a certain amount of money, you get more fulfillment from seeing others succeed— at least, that’s how I feel.
What inspired you to start your own real estate agency?
When I was a broker, I saw a lot of agencies that didn’t appreciate their brokers. At the time, it felt like we were just there to take our 50% commission and be grateful for it. I wanted to change that. At White & Co., it’s more of a partnership than a boss-employee structure. We give people the tools they need to make life-changing money and enjoy the journey. Moving to Dubai should be about enjoying life, building a family, retiring early— not just working miserably. I wanted to create a place where brokers felt appreciated. That’s why we offer incentives, freedom for top performers, and a strong support system. Brokers shouldn’t have to deal with tasks outside their specialty— like admin or compliance— because those are full-time jobs themselves. I wanted them to focus on what they do best: selling and renting properties.
How do you ensure your agents are happy and fully dedicated?
Vision is important. Even as we’ve grown, we’ve kept our personality and what defines us. We’re not a corporate entity where everyone has to wear a suit. We’re still the same company at heart. I’m also very hands-on. I’m relatively young, and I’m on the floor every day. Every morning, I go around the office to see how I can help. I want to maintain that connection, even as we grow. Eventually, with 400 people— maybe 600 by the end of the year— I won’t be able to speak to everyone personally. But I want to ensure there’s a support system in place. If they can’t talk to me, they should feel supported by their sales director, leasing director, or someone else. It’s like, if you can’t talk to dad today, at least mom is there.
Have your agents ever made more money than you?
In the beginning, absolutely. When you start a business, every penny goes back into it. For the first three years, we reinvested everything. We went from a 16,000-square-foot office with eight people to 41,000 square feet with 400 staff. Renovations, portals, visas— everything gets more expensive. So yes, in the early days, some brokers likely earned more than me. But that’s the risk you take as a business owner. A broker joining a company brings years of experience and a portfolio, but when you start a business, you’re at month one. I’ve never resented it— it’s fantastic.
Does the number of agents determine the success of a real estate company?
More agents make an agency bigger, but it’s not just about numbers. It’s hard to train and maintain quality as you grow. We’ve grown by 100 people per year, and it’s challenging to keep our identity. I could have 1,000 agents tomorrow if I wanted, but that’s not the goal. We want to build something long-term. With Dubai’s new regulations, you can’t have brokers who don’t know what they’re doing. The market is getting safer for investors, and we need to ensure our brokers are well-trained. It’s like a football team— you need your starting 11, but also backups. You need a strong squad to step in when needed.
What’s more important for a real estate agent: clients’ interests or commission?
Commission is a byproduct of doing a good job. Brokers who chase commission will fail. The ones who succeed focus on creating value and building relationships. They’re not looking for one-off transactions; they’re building portfolios and creating wealth for their clients. Real estate isn’t a job; it’s a career. If you’re in it for the long term, you need to think about the big picture. Brokers who provide good service will see the money keep flowing. Those who chase commission and sell bad products lose clients and opportunities. You never know; the person you sold a property to might become a multi-millionaire and come back to you for more deals.
What determines who’s number one in the brokerage industry?
It’s simple: the company with the highest revenue is number one. That’s how business works. Whether it’s SpaceX, Google, or Apple, the top company is the one doing the most revenue. In real estate, it’s about who sells the most property. I’m not naive; we’re not number one yet. We’re four years in, and while we’re in a great position, we’re still growing. When I started, I wanted to make noise and shake up the market. Now, I see new brokerages doing the same thing, and it’s funny because the big companies probably laughed at me back then. But there’s enough business in Dubai for everyone. We’re not number one yet, but we’re on the right path.
Is the market better prepared for a correction this time?
No, there’s not going to be a correction anytime soon. The population is growing rapidly, and supply can’t keep up with demand. Prices will keep increasing. Most new properties won’t be handed over until 2027 or 2028, so we’ve got at least two more years of high demand. Dubai is becoming a global hub, and people are realizing it’s the place to be. The population keeps growing, and as long as that continues, prices will rise. There’s no sign of a slowdown, and with Dubai’s plans for the future, I only see things getting better.
Broker or consultant— what’s the difference?
The term “broker” is widely used, especially in the U.S., and Dubai adopted it because the U.S. model is similar to ours. But the title isn’t the issue—it’s the people. Whether you call us brokers, consultants, or investment specialists, the job remains the same. You need to ensure all parties are happy, provide value, and not disappear after getting your commission. Unfortunately, some bad brokers have given the industry a bad name, but the good agencies are working to change that. It’s up to us to rebuild trust and show that real estate brokers can be professional and reliable.
What’s your advice to agents planning to start their own real estate firm?
It’s tough. When I started, I was the first to offer 70% commissions and high incentives. Now, new brokerages have to compete with established companies offering the same. You need a clear plan and niche. Are you going to recruit experienced brokers or train new ones? Cash flow is critical— many companies fail because they overspend. Keep an eye on your finances. My biggest advice is to stop doing deals yourself. From day one at White & Co., I’ve never transacted a deal. I can’t help my team properly if I’m focused on my own deals. As a brokerage owner, your job is to support your team, not compete with them. Focus on making everyone around you better, and success will follow.
