D
uring a recent episode of Real Estate Insiders Unfiltered, Nykia Wright, who took the helm of the National Association of Realtors (NAR) last year, outlined the frustrations voiced by members and explained how the organization’s fresh strategy intends to address them. She recalled that when she stepped into the CEO role, “way more was broken than most people even realize.” After months of gathering member input, the trade group approved a three‑year roadmap designed to prove its worth, and Wright expressed satisfaction with the progress achieved to date.
Wright has overseen a turnover of roughly one‑third of the staff since assuming leadership, a change that included hiring a first chief data officer, a new general counsel, a head of communications, and other key executives. These appointments were made to develop clear pathways for tackling member concerns. “I have surrounded myself with the right people to move NAR forward,” she said.
The new plan, unveiled at NAR NXT 2025, sets out 75 initiatives to be completed over the next 36 months. Although the official launch is slated for January, Wright noted that work has already begun on several projects that will create a self‑reinforcing momentum. Her team will deliver quarterly progress reports to the Executive Committee, aiming for a milestone every quarter. “I’m not worried about the goals themselves,” she said, “but I do worry about keeping pace with the industry’s demands.”
A recurring theme in member feedback is the need to rebuild trust. Brokerage leaders have described the old NAR as dysfunctional, financially undisciplined, opaque, and unaccountable to both members and the broader industry. Wright emphasized that brokers feel excluded from decision‑making and that Realtors seek clearer communication about the services NAR provides. She stressed that these issues extend far beyond any settlement.
To address them, Wright calls for greater operational agility, data‑driven debates, and a leaner organization. She highlighted two budgeting imperatives: the remaining $200 million of the $418 million settlement and the necessity of operational resilience for future planning. Understanding where “fat” exists in the organization is essential to achieving these goals.
Recognizing that volunteer leaders rely on NAR’s data for decision‑making, Wright pledged to supply richer, more informed information. “We have a responsibility to guide them with better data,” she affirmed.
Finally, Wright dismissed concerns about industry consolidation. She noted that new startups continue to emerge and that the presence of 85,000 U.S. brokerages indicates ample opportunity. “Consolidation should not scare us,” she said; “people will keep entering the market as long as profits remain positive.”
