Chief Executive Officer, President & Director, Anywhere Real Estate
Search every verified Ryan Schneider interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Ryan Schneider, CEO of Anywhere Real Estate, has discussed the company's strategy for navigating a challenging housing market characterized by low unit sales and high interest rates. He stated that the company is focusing on growth through technology investment, including AI, and by expanding its high-margin franchise and luxury segments. Schneider noted that Anywhere has a 13% market share across its brands and described the private listing market as a "scale game" where the company can leverage its size. He also said the company is prepared for a potential industry shift toward private listings, though he expressed a preference for broad listing availability for consumers. Schneider has commented on the broader housing market, describing it as being at a "historically low point" but expressing a bullish medium-term outlook due to demographic demand. He stated that the company is being "proactive" about industry changes, including early settlement of litigation, and is focusing on M&A as a growth lever for 2025. On policy, Schneider said he does not see a significant change coming from Washington and that the company is against proposed "millionaire" or mansion-style taxes. He also said Anywhere is the only real estate brokerage with a D.C. lobbying operation and that the company advocates for pro-housing policies.
“AI will change how real estate is done and we plan to lead the way. We are using generative AI to revolutionize how this industry works both how we go to market and how we run our company. This transformation is creating better experiences faster and at lower cost all with the goal of driving growth for our great agent...”
“I think the talk of prices falling is a little overstated out there and it hasn't spurred units, but we have seen units in July come back, but still with some price growth. So it's a weird market out there.”
“The private listing game is a scale game — we have 13% market share across all of our brands, and if we pull them across private listing networks we can have something double or triple the size of any of our competitors; even within a single brand, Coldwell Banker is our anchor.”
“I'm just terrified that the world may go to a place — and even if we don't want it to go there — we get left behind if we're not proactive, so we're going to be proactive about that across Coldwell Banker and all our other brands.”
“We are the only real estate brokerage with a DC lobbying operation — Zillow has one, CoStar has one — but none of our competitors do; we're for anybody who's pro-housing and we engage in Washington because policy matters to our business.”
“Neither candidate has a housing policy that's any good — interest rates will be what matters no matter who's in office — and I don't see much change coming out of DC that will immediately alter the housing ecosystem.”
“In a world of a level playing field — none of our competitors face different interest rates or policy advantages — let's use our talent, products and scale to go out there and take more and more share of that market.”
“This is an option, not a demand: I'm okay if nobody adopts private listings, but I'm worried about a world where you don't have the option to at least offer it to your customers if they want it — competitors marketing something we can't match could cost us agents or clients.”
“If we have three years in a row of about four million units sold, that's way below trend — the three lowest years in 30 years even though the U.S. has 30 million more people — and that makes first-time buyer access and housing supply a much bigger public policy problem.”
“M&A will be exciting for 2025 — recent deals like Rocket Mortgage buying Redfin and Stonepoint investing in Keller Williams aren't simple consolidation moves but they show more strategic activity and investment in the industry.”
“We're against the proposed 'millionaire' or mansion-style tax — it's a movie we've seen before — and we mobilize the company and our channels to push back and try to influence the budget decisions.”
“We built a tool for a letter-writing campaign — push a button and it sends a letter on an issue to a congressperson — and participating in that kind of advocacy at local, state and federal levels is an important opportunity for our industry.”
“People of accomplishment rarely sit back and let things happen to them; they go out and happen to things. We are really trying to be proactive going out there to both be ahead of some of these changes and set up our customers for success.”
“We were incredibly proactive on the litigation, made the decision to settle our litigation early, got the best deal when you look at the numbers, and then went full force into helping our agents and franchises navigate the industry changes, which gave them a competitive edge.”
“We invest disproportionately in luxury; we sell more million-dollar-plus homes than anyone, including $10 million and up homes, and that segment is a big focus for us to drive meaningful above-market growth.”
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