Dion Saab: Cracking the code to balance, profit, and passion in real estate!

When Dion Saab joined me as a coaching client, he told me he was stuck on the hamster wheel—working crazy hours and barely keeping his head above water. Fast forward 18 months, and Dion and his wife, Cass, have purchased their own office and he has become the Number 1 agent at Coronis. Dion has built his own dream EBU, which has just smashed their best-ever quarter, and he has even found time to rediscover his love for real estate. Here, Dion spills on how he made it happen.

The turning point in my real estate journey wasn’t a dramatic moment, but a quiet realisation.  

I was spinning my wheels—busy, burnt out, and uncertain if the effort would be worth the sacrifice.  

My wife Cass and I were leaders in a corporate office, yet the balance we yearned for felt further away with every passing day. 

I knew I had to make a change…. lots of changes. Only, I didn’t know WHAT to do differently or HOW to do it. 

I needed someone to help build a business that aligned with our values and aspirations. 

Cass and I had seen Sherrie present before and loved her energy and honesty. So I picked up the phone. 

Some 18 months later and I’ve gone from running ragged trying to balance selling with running a business to prioritising listing and selling and setting the vision for the agency.  

I’ve delegated operational and administrative tasks to my team, allowing me to focus on what I do best: building relationships and driving growth. 

The benefits of this change have been immense. I’m more productive, the business is more profitable, and I finally have the time and headspace to think strategically.  

Most importantly, I’ve rediscovered my passion for real estate. 

And the secret to this success? Creating an Effective Business Unit (EBU) that’s profitable, efficient, and fulfilling. 

EBUs don’t have to be one size fits all 

When I first set out to build an EBU, I thought there was only one way to do it.  

I believed in a cookie-cutter model where everyone followed the same steps, with little room for flexibility.  

But, creating an EBU can be as unique as the agent behind it. 

Instead of copying others, I thought about what I wanted from the EBU.  

For Cass and I, it was about more than just increased profitability; it was about balance, efficiency, and building a business that aligned with our values and goals.  

Don’t skip over this part - it’s one of the most important parts of the process.  

Understanding your ‘WHY’, or where you want to end up, sets the foundation for what your business is, what it will become and, importantly, what you don’t want it to be. 

The roles that drive our success 

Our EBU is built on a team that complements each other’s strengths. Here’s how it’s set up: 

• Lead agent (me): My role is to lead from the front, focusing on listing and selling properties while steering the overall vision of the business. 

• Co-agent (ride-or-die): Sam is our ‘ride-or-die’ co-agent, which means he is here for the long-term. He brings invaluable experience and he drives our prospecting efforts. Sam also assists with listings and sales, even taking on some of his own occasionally.  

  Prior to Sherrie’s coaching I had moved Sam out to be a standalone agent because that’s what I thought had to happen in an EBU. But, when we crunched the numbers we realised Sam, the EBU and the agency made more profit when he was part of the EBU. 

• Co-agent (revolving): Corey, our "revolving door agent” is learning all the ins and outs of real estate, with the goal of becoming an independent lead agent. Typically co-agents stay in an EBU for 12-36 months before going solo, but we are taking a more fluid approach based on what Sam and the team needs. When the time is right Corey will become a standalone lead agent and I’ll train a new “revolving door agent”. 

• Personal assistant: Penny is the newest member of the EBU and she handles admin, social media, contracts, and everything in between. Her expertise ensures that our operations run seamlessly, even when I’m not around. 

We recently purchased a rent roll and Penny was the owner of that business. Instead of losing her expertise and talent, we tailored a role for her that maximises everything she is good at … which is A LOT! 

As well as ensuring everyone knows and understands their responsibilities, this structure empowers my team to be self-starters.  

Having a long-term co-agent ensures stability within the EBU and for clients, while a revolving door co-agent position enables career progression for agents within the agency and for me to grow the business with the right people. 

Systems and processes: The backbone of efficiency 

One of the biggest game-changers has been the introduction of various systems and processes. 

Previously we did bits and pieces, but we didn’t understand why we were doing them and there was no clear structure. 

Now, we have a streamlined approach that keeps everything on track: 

• Weekly timetable: Everything we do is part of our weekly timetable. We know exactly when to prospect and what type of prospecting we will do, we know when to follow up on open homes, and conduct one-on-one meetings. Everything is on the timetable so nothing is missed. 

• Property checklists: A 51-point checklist ensures every property campaign is flawless, covering everything from marketing to follow-up videos for buyers and vendors. It has helped us maintain a consistent standard of excellence while saving time and minimising errors. 

• Structured communication: Tools like WhatsApp groups help us stay connected with clients and team members, making communication quick and efficient. 

• Taking time off: Gone are the days of working six, or even seven, days a week. Every team member works five days, with two days off. Time off forms an important part of our weekly timetable as it enables us to recharge and service our clients better.  

These systems have given us more time to focus on dollar-productive tasks, like prospecting and closing deals, while maintaining a high level of service. 

The benefits of doing things differently 

This approach has transformed both our business and personal lives.  

In the September quarter of 2024 we had our best quarter ever, recording $632,000 in gross commission income (GCI). Beyond the numbers, though, the benefits are clear: 

• More profit: Our team’s collaborative approach means we’re leveraging everyone’s skills to maximise income. 

• Better balance: Defined roles and efficient systems have allowed me (and other team members) to take time off without the business missing a beat. 

• A stronger team: Our culture is better than ever. We work hard, but we also support each other and celebrate our successes together. 

Looking ahead 

Our next big goal is to hit $3 million in GCI for the financial year and $3.5 million for the calendar year 2025.  

As our co-agents continue to grow and take on more responsibility, we’ll be in an even stronger position to scale. 

For me, the biggest takeaway from working with Sherrie is this: there’s no one-size-fits-all model for success.  

Real estate is a demanding industry, but with the right systems, the right team, and the right mindset, you can build a business that works for you—and lets you love what you do again. 

Want to fall in love with real estate all over again but aren’t sure where to start? You can ask me about 1:1 coaching here, or see Dion share his secrets on how he transformed his business on stage at the LEADER Conference here.