Matthew Miale’s journey from solo real estate agent to leader of The Miale Team at Keller Williams Legacy Partners was born out of what he calls “a whole lot of pain and suffering.”
“No pain, no gain” might be a cliché, but for Miale, it was reality.
“It really was a matter of trying to execute on what I believed was the vision of how I wanted my customers to experience doing business with me, and recognizing that I was going to be incapable of delivering that by myself,” Miale said.
That moment of realization came in 2010. At the time, Miale was the No. 1 agent at his Келлер Уильямс office and working seven days a week.
His epiphany came after landing his highest-priced листинг ever, only to lose the client due to slow response times.
“It was just crushing to me, because what he asked for at 10 a.m. was not something that I was capable of handling,” Miale said. “I just didn’t have the capacity. I had this realization that I could work as hard as I could work — and physically put 100% of my time into trying to produce — and still not be able to provide for my family the way I wanted to.”
He made his first hire, an administrative assistant, later that year. Over the next few years, he built out the staffing that became the foundation for The Miale Team, officially established in 2011.
The Miale Team recorded roughly $145.85 million in volume last year across 351 transaction sides — placing it seventh in volume and fifth in sides among Connecticut mega teams on the RealTrends проверено рейтинги.
Today, the team has 30 full-time agents, six full-time staff members and two virtual assistants.
Secrets to success
For Miale, the industry’s fundamentals haven’t changed in decades.
“This business is fundamentally a relationship-building business. It’s about serving your community,” he said. “The tools and gadgets and widgets and CRMs and технологии are not the thing. I like to say we have the biggest boring business on the planet, because we focus 85% of our business year over year on sphere, repeat and referral business.
“That comes directly as a result of how we have cultivated and curated an environment where agents who partner with with our team get tools and resources that give them expedited and more meaningful access to the people they already know.”
The Miale Team’s strategy includes VIP client events, giveaways, value-added touches, vendor resources and consistent follow-ups — sometimes over many years.
“Once you’re inside the circle, you don’t want to leave, because there’s always something else fun happening or something that we’re doing that’s providing good value to our audience,” Miale said.
His advice for peers? Do the job and show up ready to work everyday.
“You have to treat it like a job, be accountable to outcomes and results. Engage the world on a regular basis,” he said. “You should be meeting with people every single week and delivering your value proposition to them and giving them the chance to say yes, no or not right now.”
Connecticut’s tight housing market
Miale’s team operates in a market he describes as facing an unprecedented инвентарь shortage.
Connecticut currently has about 30% of its pre-pandemic housing inventory. There are roughly 11,700 active listings statewide today, compared to 21,000 to 23,000 prior to 2020, according to data provided by Miale.
“Demand is up by 41.5% against flat inventory,” he said. “We still have just not anywhere near enough homes to satisfy the demand in the market.”
From July 2024 to July 2025, the state’s median sales price rose 6.5%. Total inventory was up 4% year over year, but new listings remain far below historic levels, Miale added.
Regulation and affordability
When it comes to fixing the housing shortage, Miale believes Connecticut’s regulatory landscape is the biggest obstacle.
“We are in one of the most heavily regulated states in the country around what you’re allowed to build and how you can build it,” he said. “The regulations make it near impossible to do any sort of scale building, which is why we don’t have any new construction in our market — very, very little.”
With each locality having its own zoning regulations, Miale argues the complexity is stifling development.
“One builder to the next builder can’t do the same thing in one town that they can do in the next town,” he said. “It’s way overregulated, way too complicated. We need somebody with some common-sense application to come in and say, ‘We have a housing shortage, and the only way to solve it is with some real regulatory overview and overhaul.’”
From early struggles to leading one of Новая Англия’s top-producing real estate teams, Miale said his approach may not be flashy, but it works.
“We just do a great job of showing up consistently with the people that we care about, reminding them that we care about them and that we’re here as a resource,” Miale said. “There’s nothing magic about that. It’s about building relationships and trust and getting the job done.”
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