T
he 2020s opened with a pandemic that rattled the housing market. In this two‑part series, we explore how two real‑estate leaders navigated the turmoil and grew their businesses.
**Key takeaways**
- Dava Davin, founder of Portside Real Estate Group, and Clint & Shane Neal of the Neal & Neal Team share how proactive leadership and clear communication helped retain and attract agents during the crisis.
- Scaling responsibly and finding creative financing options kept buyers moving in a high‑cost environment.
- The past five years tested even the most seasoned agents with shutdowns, a boom‑then‑slowdown cycle, rising rates, affordability issues, and sweeping changes to compensation and agreements.
### Steering through the pandemic pause
When the world shut down in early 2020, both brokerages were poised for growth. Davin had just stepped back from personal sales to focus on Portside. By March, she was drafting agent handbooks and rules in the absence of state guidance. “Agents needed me, and we reacted quickly with resources and rules when no one else had answers,” she said. The effort stabilized her team and drew agents from other firms seeking direction.
In San Antonio, the Neal brothers adopted a similar strategy. “Communication was massive,” Clint recalled. “Coming together in that virtual world and staying close to agents was a big focus, as was connecting with clients and seeing how they were doing.” Shane added, “We didn’t know what the world would do; we were just making sure everyone was okay.”
### Riding the market boom
By summer 2020, the market surged. In Maine, early shutdowns gave way to relocation buyers who saw the state as a safe haven with more space. “There were frenzies of 30 or 40 offers and hundreds of showings,” Davin said. Portside’s sales volume doubled in five years, exceeding $1.2 billion annually, and the team grew to 210 agents. Many out‑of‑state buyers and second‑home seekers relied less on financing, buffering the region from rate volatility.
The Neal & Neal Team’s systems were ready for scale. “Once the dust settled, everyone wanted a house; everyone wanted to sell,” Shane noted. They chose not to expand into other markets, focusing instead on San Antonio’s steady population growth, military presence, new industries, and available land. This focus allowed the team to grow to nearly 100 agents without stretching resources thin.
### Facing sticker shock
The next hurdle arrived as mortgage rates spiked in late 2022 and affordability fell. For Portside, creativity was essential. “Is there a rate buydown we can get the seller to do? What can we do to put this together?” Davin asked. Many younger buyers turned to parents for down‑payment help, and agents had to adjust expectations to fit tighter budgets.
In San Antonio, the Neals trained agents to guide clients through “sticker shock” and educate them on solutions such as buydowns and new construction opportunities. Shane emphasized the importance of showing clients the products available to achieve their goals.
### Looking ahead
The pandemic and a roller‑coaster housing market defined the early part of the decade for real‑estate leaders. Stay tuned for part two tomorrow to learn how these leaders tackled the industry shifts that lie ahead.
