Driven by a vision to bring authenticity and fun to the real estate market, Michael McHale co-founded KIRE (Keeping It Real Estate) with Samuel Patterson. The company’s ethos revolves around being genuine, knowledgeable, and not taking themselves too seriously, which has helped build trust with clients and set KIRE apart from competitors.
I was extremely fortunate to have been raised in North London and grew up on Eton Avenue in Belsise Park. As a kid, I always visited different houses, so it has been a location that I have known for decades now. Many beautiful roads have ornate features, such as gargoyles, broken pediments, and other beautiful architectural features. I have always admired those properties, and property fascinated me from an early age.
After I left university, I didn’t want to get another degree or study for any more qualifications. I loved dealing with people and seeing houses, so real estate was my obvious calling. Initially, I completed two weeks of work experience as an estate agent in Kensington. I didn’t like the owner but liked the industry, so I joined one of London’s largest estate agents.
Building KIRE: Keeping It Real Estate
KIRE stands for ‘Keeping It Real Estate’, so we like to keep it real! We want to be authentic, and our brand portrays a fun side. Being ourselves also puts trust in many people. To summarise our brand, we’re creative, knowledgeable and entertaining. We tried to showcase the fact that we know more than our competitors. We have very high standards for our agents’ knowledge of the area; they must be at the top of their game property-wise and immerse themselves within the community’s social fabric.
We’ve got a team of four. We’ve got Samuel Patterson, my business partner and co-founder. He was at Accenture as a strategy consultant and has an MBA from UCLA and an engineering degree from Brown University and is brilliant at the strategy side of the business. When planning the company, it was obvious that people are your biggest asset. I looked at the property industry and realised it was serviced by people who often needed more qualifications. What if we put together a top team of property consultants who have diverse industry experience and have studied at highly regarded educational establishments? Vishwa has joined us as our business manager; she just got an MBA from Warwick, and recently, Kevin joined the sales team. He met my mum on the tube by giving his seat up for her, and they got talking. He’s just done a master’s in property up in Edinburgh, and through that positive interaction, we got introduced. Kevin is great. He has the get-up-and-go attitude and charm of an Irishman, and his manner is exemplary.
Samuel Patterson – CO-FOUNDER, STRATEGY & OPS
Overcoming Challenges & Falling down
As a negotiator, confidence was the main thing. Knowing precisely what to say is sometimes challenging when you have yet to gain experience. The harder you work and the more opportunities you create, the more confident you become, so it was a great learning curve. Shortcuts are helpful; learning time-saving tricks helps you to know what to focus on. Sometimes, you might have a perfect buyer, but the vendor isn’t motivated. Experience teaches you these things, and the ability to read people comes with time in the game. Initially, I was impatient, throwing as much muck at a wall and seeing what would stick. Unsurprisingly, my first 13 deals fell apart before exchanging, which was tough, but then I realised I had to pick myself up and try again, so I kept trucking. I was lucky to have a great manager, and I was very determined, which made a powerful combo. I’ve always liked to set myself goals to have a target to aim towards, and I didn’t take the rejection personally. When shit happens, consider that it’s nothing personal, and try to get on with your day, being as productive as you can.
Reflecting on my time at Knight Frank, I thought I’d made it, becoming the youngest office partner in the central London office in such a short frame. Unfortunately, I was overworked and stressed out and subsequently suffered from mental health issues from burnout. I had to take time out to sort myself out, but I don’t feel that there was an adequate system in place to deal with mental health issues. People didn’t understand mental health back then, and I’m not sure if they do now. Life at work wasn’t the same when I returned; I felt ostracised by my colleagues and unwelcome in the office. Going into an environment that didn’t make me feel comfortable made me take control of my career. When I had mental health difficulties, I felt misunderstood and judged at work. I was in a high-pressure job and thought I had taken on too much.
Taking a positive spin on the experience, that feeling of being cast out by my peers was the catalyst that led me to the brokerage route, where it was my own business, and I could gain independence. Joining Harding Green helped me step up all aspects of my game and fulfil more of my talents. I came from a marketing background working at Red Bull before, but for the first time, I was in complete control of both sales and marketing and had full autonomy, and that was an exciting turning point for me.
Mental health is a complex subject, so I was grateful for having a clean slate and the opportunity to shine again, which gave me tremendous relief. For the two years at Harding Green, I had a fantastic track record and did a lot of figures, which allowed me to flourish once again and build back my confidence. That experience taught me the importance of the right environment, and I’m grateful for my time there.
Achievements and Industry Evolution
I used to be very proud of becoming one of the fastest-promoted partners at Knight Frank, which I achieved in less than five years. However, owning a business trumps all career accomplishments, and being able to look at what you’ve created is an exceptional feeling. It’s an incredible feeling to be picked up by the press, such as the Evening Standard, for the different way we’re doing things or for our marketing going viral. Our currency here is not profit but client reviews. We’re building a brand, so when our efforts get excellent reviews, that, in turn, provides us with more business. For us, it’s not trying to squeeze every last penny out of the client and leave them pissed off.
Setting up my KIRE was the most significant risk, which was scary. I was starting a new area, and we had to build the agency from scratch and learn how to survive financially. The first year was challenging as we were trying to bootstrap the business, so we had to keep a sharp eye on the money we had earned and know what to spend on and all those learning curves. I’m also incredibly fortunate to have finances behind me; some were earned, but my family gave me great life opportunities. Many entrepreneurs may say they have done it all, but many have their families financially supporting them. I had support from my family to help get the home I live in, which meant I had lower mortgage payments, and that’s helped me massively. I’d rather be honest than tell people a BS story. The reality is that I would not want to be setting up this business if I didn’t have that safety net, so I’m genuinely grateful for the privileges that I’ve been given in life.
The significant change has been our ability for good agents to run their businesses. Talented agents have been shown that there are other options than just working for a high-street agency. Whether it’s joining a brokerage or setting up your agency, nowadays, it’s much easier; you can do your own thing and have your own identity. Most estate agents and corporates want to be everything to everyone but nothing to anyone. We know precisely who we are as a business and who we’re targeting. I work more than before, but it feels like something other than work. I could walk to the local shops, and because I know many people in the neighbourhood, I often get stopped on the street and invited to a conservation. You know what’s happening in the market by being immersed in the community. We’re local and learn from the community; the more good we do for the community, the more business we get.
Projects and Community
We’ve got this whole concept to reinforce that NW3 is the happiest place to live. We focus entirely on happiness for the community and blend it with the estate agency side. We’ve set up events like doing community drinks at a local bar and putting money on the tab so they have a free networking event. The cycling and gardening clubs were also a great way to unite people, and a regional area summer party is always a big success. However, we found that we were doing all these social events but not focusing on property, and that was a reality check as we had a business to run. The events and community activities we organised back then planted seeds that took some time to grow, but that was the right decision. We need commitment to what we will do for the community and keep doing that, but not overextending ourselves. Delivering on what we say we’re going to do and be on it on the estate agency side in a manageable way. As KIRE is my brand, I hate failing and feeling like I’ve done a lousy job for a client, so I can’t have that. Maintaining our standards without overextending ourselves is a big challenge as we grow.
Recently, we published a coffee table book called The Remarkable Homes of NW3. It was a collaboration with KIRE and local historian David S. Percy, and it involved several years of planning and organising to deliver the final edition. Together, we’ve embarked on an endeavour to craft an iconic book that delves into the historical, architectural, and anthropological dimensions of the remarkable homes within the NW3 postcode. It’s been remarkably successful within the community, allowing people to see properties that aren’t on the market. A house is just a house without the people in it, but when people move in, it becomes a home, and the book offers a portal into the lives of the residents. Clients might have a country house or property abroad, but NW3 is their home. Our book has a unique angle because many historians focus on the streets or an area. We had exclusive access to such a large array of exceptional properties that we were able to compile this genuinely fantastic experience. It’s a shameless plug, but you can buy it at Daunts in Hampstead, on Amazon, and on our website.
The Remarkable Homes of NW3 book launch, held at The Reform Club on April 24th
Mentors & Leadership
When I started, I got on well with one of my managers, as he had a considerate approach and allowed me to develop into a great estate agent. I didn’t have that same rapport with other managers I’d worked with. Initially, when I didn’t know what I was doing, I needed someone to show me the ropes and take the time to invest in me, and that was where I valued his mentorship. There are simple work hacks like using Microsoft Word templates to paste repetitive sentences in your email replies instead of repeatedly rewriting the same thing. Another great mentor was James Bolton Lee, who was perfect for me during my tenure at Strutt and Parker. JBL came in and completely turned it around, allowing me to do more deals because he was exceptional at bringing new properties to the market. He let me get on with what I needed to do while still having the discipline and not letting me go off the rails.
In terms of leadership, I see the value in having regular team meetings, as that’s important when you have a close-knit unit like ours. I like to listen to my team members about what they need. The team needs to communicate what’s happening. Some people naturally absorb information, but it’s essential to provide proper training. I often think about the practical qualities of my past managers and try to replicate them with my team. Training is crucial; many resources are available online for scripts and dialogue but learning from osmosis by being near talented estate agents is really important. Practice is essential for building confidence in responding to objections. Letting talented individuals flourish and feel empowered is critical, but finding a balance can be challenging. Ultimately, it is necessary for their growth and personal development.
Technology and Legacy
Access to information is straightforward nowadays and allows you to keep up with everything, but I look further into the field than the UK for inspiration. I look to America and Australia, as they have much better quality and competitive agents, and their game level is ten times higher. Podcasts are a great knowledge source as you can learn so much, and then you’re standing on the shoulders of giants. Don’t try to work it all out yourself. It’s easier to remove your ego and say they know what they’re doing and to learn from them.
Another big thing is looking outside the industry; for example, what makes Selfridge successful is its exceptional customer service. Technology allowed Uber to be cutting-edge and rewrite the taxi industry quickly, so you can see that there are shortcuts to success. You can build a successful business by providing an excellent experience with every client you meet.
Technology has made people lazy in some regards; people often hide behind emails, and no one looks at them as they get 200 emails a day. On the flip side, if you stay active, outbound, and consistently utilising social media, you can access people in ways you could never access before. Some buyers spend their time on Rightmove thinking they are property experts and become opinionated above prices; they will probably not be paying the price your client wants. We can get a property on Instagram and reach the perfect buyer. Big deals are happening with American finance people, and the technology exists so you can retarget them with cookies. Technology creates an opportunity, but there’s also a big chance to be lazy, and that will ruin a mediocre agent.
While everyone is raving about going digital, they must remember that most owners here are from a different era. They’re not necessarily glued to their phones 24/7 like the younger generation. While your clients or potential buyers are online, your sellers are not, so it helps to have a different approach to getting in front of them. We do that with our brand creative marketing, adding value to their lives and trying to bring back the community because they remember you for that.
Advice & Future Vision
Get knowledgeable and know what’s going on in the market. Talk to everyone about what’s going on in the market as well because, over time, you will be seen as a knowledgeable estate agent. If you’re new to estate agency, clients will question whether they can trust you to handle their business. Get good at promoting yourself on social media, telling people what you’ve sold or let because you never know who you will reach. A potential client may give you a call because that’s helpful information for them, and they associate you with what’s relevant. In property, getting out and meeting them belly-to-belly is essential. People in specific social demographics are interested in certain things, such as classic cars, good wine, or art. Create an event that brings them to something they enjoy and enjoy. Facilitating a good experience and an intellectual environment will encourage people to respond positively.
A deep-seated insecurity keeps driving me, but I’ve always enjoyed standing out. I always enjoy being a pathfinder and doing things differently, and that’s my primary motivator. Now, I’ve got my own business, and the focus has shifted, so my goal is pride in service. What people say about you when you’re not in the room is the real litmus test.
While selling expensive properties to foreign nationals in Knightsbridge and Belgravia was interesting, I didn’t feel I was helping the community. Those buyers don’t live there and don’t support the local community, such as restaurants and independent shops. We’ve contemplated whether an estate agent can play a more central role, so we repositioned ourselves as community creators. When someone moves into a property where we’ve handled the sale, we organise a welcome party for them with their neighbours so they meet the neighbours on day one and instantly have a social network. Social events like our gardening clubs and tennis competitions use people’s interests to bring them together. When you’ve got the same interests, it’s a great way to tie the fabric of society and bring the community together. It would be fantastic if you could build up a community so much that they never wanted to leave, only to move within the local area. I want to change how this industry impacts their region by giving to the area and not just trying to profit from it. Our brand is clever and intelligent, and it also puts trust in many people because they need to understand wealth or whatever they believe that rich people have luxuries like sophistication and, you know, all of this boring luxury. But most of my clients are intelligent and fun to work with, and they live these epic lives. They could be off to Glastonbury or the finals of the US Open the following week. They’re doing cool stuff and have a good sense of humour. If you look on Instagram, you’re looking at either hot or fun people. So when I engage with social media, I can’t be hot, but I can be fun! It just gets our clients’ properties noticed. So again, it’s like our community: intelligent and fun.
Michael McHale
