5 Lessons from 18 Months of Strategic Planning

By Modern.tech | March 24, 2025

Over the past 18 months, we have guided MLS and association boards and senior staff across the country, working shoulder to shoulder with MLSs and real estate organizations to make sense of an industry that changes by the day.

 

In that time, we’ve facilitated 11 strategic planning sessions with leadership teams to navigate everything from policy shifts and lawsuits to tech adoption, consolidation, and changing member expectations. The patterns we’ve seen aren’t just interesting—they’re telling. Across states, team sizes, and budgets, we’ve consistently seen the same challenges rise to the surface and the same opportunities emerge. 

 

Here are five lessons we’ve learned from inside those rooms—and what we think every MLS leader should take from them.

 

1. Not All Members Are Equal

One thing comes up in nearly every session: membership is not a monolith.

 

When we look at 36 months of production data, the breakdown is always similar: a handful of high performers, a solid middle group, and a long tail of members who are barely active — sometimes making fewer than 12 transactions per year. In many cases, 70% or more of members are averaging one side or fewer per month. This isn’t an anomaly; it’s a national pattern with local implications, and that trend is only growing; but too often, organizations try to treat all members the same. That creates problems.

 

We’ve guided organizations to segment these cohorts—high, medium, low—and build strategies tailored to what each group actually needs. Top agents want fast, accurate data and seamless tools; mid-level agents need streamlined workflows and stronger support; part-timers often need education and a reason to stay engaged.

 

When you meet each group where they are, you don’t just provide better value, you create a more stable, strategic membership base.

 

2. MLSs Are Becoming a Technology Storefront
The days of signing one long-term contract with one core vendor are behind us. More and more, we’re seeing MLSs step into the role of tech curator, not just service provider. They're evaluating and offering a range of integrated solutions—and giving members choices while generating revenue.

 

That shift is smart, and frankly, necessary.

 

We’ve helped organizations audit their stacks, evaluate what’s working, and rethink their approach. Tools like Matrix, Nestfully, and other platforms are now part of a larger ecosystem, and the question becomes: does this tool help members work smarter, is it scalable, and can it generate revenue for the MLS?

 

One client who leaned into the storefront model saw a 20% jump in tool adoption within six months. The goal isn’t to overwhelm members with options—it’s to offer curated tools that fit different workflows. The result is a marketplace where vendors compete, members benefit, and non-dues revenue flows.

 

3. Governance Needs to Move at the Speed of Tech

Technology moves fast. So do lawsuits, market shifts, and opportunities; but some boards still require months to make decisions. The MLSs that are thriving right now are the ones that have modernized how they govern.

 

In our planning sessions, we’ve helped organizations empower staff, create nimble board subgroups, and define clear pathways to action. This agility, honed through SWOT exercises and priority-setting, ensures threats like member loss or litigation are met with swift countermeasures, and opportunities—tech adoption and alliances—are seized at the right time.

 

Organizations need to match the pace of the world they are operating in, because when your governance slows you down, you risk falling behind.

 

4. MLS Consolidation Is on the Radar

Fragmented markets—dozens of small MLSs in a region—dominate our discussions. This hyper-segmentation is an opportunity for consolidation and collaboration. Understanding and acting on your regional landscape can redefine your role from participant to leader.

 

We’ve helped clients map the landscape and explore options, from mergers and acquisitions to data shares and strategic alliances. One client leveraged this insight to integrate three adjacent MLSs, boosting data access and negotiating power with vendors. Another joined a data share that cut costs and improved service delivery without giving up independence.

 

Consolidation is already happening. The question is whether you’re ready to lead it or forced to catch up to it.

 

5. Data Is the Most Underutilized Revenue Stream

Your data is worth more than you think, and for many MLSs, it’s barely being monetized. Portals, brokers, CRMs, and vendors want access, but too few organizations have a clear handle on who’s pulling what data, how often, and what it’s worth.

 

We’ve helped leaders catalog outflows, establish protocols, and create tiered offerings—think syndicators paying premiums for real-time feeds

 

One organization tripled its data revenue in six months, funding new tools and services without touching dues. If you haven’t looked closely at your data feed strategy, you’re probably leaving serious money on the table.

 

The Power of Strategic Planning with Us
These five lessons came from working closely with real leadership teams navigating real challenges. They stem from a detailed process to assess “Where are you now?” with data-driven diagnostics, defining “Where do you want to be?” via SWOT and vision-setting, and charting “How will you get there?” with prioritized action plans.

 

At Modern.tech, we don’t hand you a binder full of ideas and walk away. We work alongside you to turn analysis into action, and to make sure the plan put in place isn’t just smart on paper, but ready to be executed.

 

If you’re ready to chart a course for what’s next—to address churn, unlock new revenue, rethink your tech stack, or lead the next wave of consolidation—let’s talk.