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Tamir Poleg

Co-Founder, Chairman & Chief Executive Officer, The Real Brokerage Inc.

Search every verified Tamir Poleg interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Tamir Poleg, co-founder, chairman, and CEO of The Real Brokerage, has been publicly discussing the company's acquisition of RE/MAX, which closed in late September 2026. In interviews and company meetings, Poleg stated that the deal originated from an idea he first raised in February 2021, when Real had roughly 1% of RE/MAX's agent count. He has emphasized that RE/MAX will remain a separate franchise brand with its own agreements, while Real operates as a distinct brokerage model under the same parent company, Real RE/MAX Group. Poleg said the combined organization aims to bring Real's technology and operational efficiencies to RE/MAX's global network, and he described plans to increase franchise sales and agent recruitment over the next five to ten years. Poleg has also addressed agent concerns about the merger, urging them to ignore social media speculation and stating that material changes would be communicated directly. He noted that Real agents would not be allowed to use the RE/MAX logo and vice versa, after a brief period where agents were permitted to use a combined logo was scaled back following feedback. At a RE/MAX Broker Owner Conference in August 2026, Poleg described his background in real estate and technology, including work as a construction worker and in property management, and highlighted Real's ability to increase fees during a difficult market. He also outlined a policy intended to protect RE/MAX broker owners' revenue share if agents move to Real, and introduced plans for new technology tools, including an AI assistant and a referral platform.

Recent appearances

Verified interview transcripts

Notable quotes

“I think that one thing that a lot of people are missing is the fact that real's business is equivalent to a franchisee business. Franchises are running brokerages. Real is running a brokerage. So we understand their operation, we understand their struggles, we understand their challenges, we understand their economics and we really think like them like real thinks like broker owners. So there are a lot of similaritie”

“First we have to be very vocal about the fact that we're not coming to take anything away from broker owners or agents. We want to add, we want to increase the value proposition. We want to give broker owners more ammunition to go out and be able to attract agents. So, Remax stays Remax. The brand stays the same. Franchise agreements will continue. Obviously, our job is to sell more franchises and to attract more age”

“My biggest takeaway was simple. The strength of Remax. Um there's understandably been so much attention around the acquisition and what's next. And I think sometimes we need to remind ourselves of what we already have.”

“As we're thinking about protecting your businesses, we're going to do the following. If someone moves from Remax to Real, a Real agent is not going to receive revenue share for that agent. But that's not all. If something like this does happen, we acknowledge the fact that that agent was with you, and you attracted them to the group. You maybe helped them succeed. You taught them everything that they know. So, if the”

“I text one of my board members. I still have this text message which I showed him a few weeks ago. I texted him this. You might think I'm crazy, but I think we should acquire ReMax. February of 2021. He immediately replies saying, 'I don't think you're crazy, but let's discuss it.' I picked up the phone. I told him I believe we are going to build the best technology for brokerage and once we build that technology it'”

“I came back to my board of directors and I told them, 'We're running out of money. I'm not successful at bringing in new investors.' Which is, by the way, a huge personal failure because as a CEO, this is what you need to do. You need to make sure that the company has enough gas in the tank to continue and operate. But I came back to the board and said, 'I failed. I failed both in making the company grow and making i”

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