Gary Ashton, Broker & Owner, The Ashton Group of RE/MAX Advantage

In an interview with Invest:, Gary Ashton, broker and owner of The Ashton Group of RE/MAX Advantage, discussed adapting to market volatility, leveraging AI and partnerships, and evolving buyer behavior. “Our focus is staying ahead by investing in AI tools that boost agent efficiency and ensure client needs are met,” Ashton said.

What changes over the past year have most impacted the firm, and in what ways?
We maintained our sales volume in a market that was likely down 20%, which was a big win. In a challenging environment, that kind of consistency stands out.

A major shift came on Aug. 17, when changes to the buyer agent commission structure were introduced. We weren’t sure how we’d perform under the new system. At the same time, we faced broader pressures: elections, global events, and rising interest rates near 7% or even 8%, all of which hurt consumer confidence.

In this market, people aren’t making speculative moves. The real drivers were fundamentals like birth, death, divorce, marriage, job relocation, and cash buyers, who remain active due to their independence from interest rates.

We didn’t see many lifestyle-driven moves. For example, someone in Brentwood upgrading or relocating nearby. Most people stayed put, especially those with mortgage rates under 4%. About 76% of homeowners have low locked-in rates, some even below 3%, making the jump to 7% a tough sell. Even with strong equity, it wasn’t enough to push people to move.

Holding our sales volume was a significant positive. We’re still the No. 1 RE/MAX team in the world — I believe it’s seven or eight years running. We also kept our partnership with the Predators, which remains strong. It was a rebuilding year for them, but we’re optimistic for what’s ahead.

How have your strategic partnerships evolved, and what impact are they having on your business?
One of our biggest milestones was with Realtor.com. We’ve built a strong relationship and now control 100% of the market, or conurbation, as I’d call it, covering Nashville and surrounding areas. Anyone visiting Realtor.com from our region is routed to us.

That was a major shift. We moved from 30% to 50%, and eventually 100%. That partnership continues to grow, and while it’s not exactly consulting, they’re working closely with us on new projects. We also maintain a relationship with Zillow and still receive leads there.

We’ve also partnered with Homeward, which differs from public-facing platforms like Opendoor. Homeward is agent-centric. If a seller wants a cash offer, we can facilitate that through Realtor.com and other channels, and Homeward handles the rest.

They generally offer about 87% of the market value. What sets them apart is that the original seller can receive a portion of the profit after the home is resold. It’s the only company offering that — an initial payment plus a share of future earnings. It’s a solid option for those seeking a quick sale with long-term upside.

What recent market trends have most influenced your business operations and growth strategy?
Our volume remained just under $1 billion, similar to the previous year. While unit sales dropped slightly, higher sales prices helped balance it out.

We’re still adding agents. We are around 200 now. There was some market hesitancy due to lawsuits and industry noise, which likely discouraged some from entering the field.

We saw a slowdown during the transition to a new administration in November. Once that settled in January, there was renewed optimism, although tariffs and interest rates continued to present challenges. Rates are still fluctuating between 6.7% and 7%. We had hoped to see them dip just below 6, maybe around 5.95%, which could have opened the market more.

Inventory remains tight. Many homeowners are “cocooning,” choosing to remodel rather than upgrade or relocate. That keeps supply limited. Institutional buyers had also been active, purchasing homes for rental, though that activity has slowed recently.

What are you seeing in terms of buyer motivations and preferences in today’s market?
The core motivators remain the same: relocation for work, especially tied to major employers like Oracle or Amazon. Many of those moving to the area, especially Gen Z, want to be in the heart of the action. Downtown condos appeal to that lifestyle, and many are renting to enjoy the experience.

On the flip side, long-time downtown residents are moving on. Some have gotten married, started families, and now want more space, a yard, and a home that accommodates pets. Dogs, in particular, are a major consideration. People want to ensure their pets are comfortable, and that often shapes where and what they buy.

The desire is still there, but affordability is the major challenge now — not necessarily affordable housing, but affordability in general. Demand remains strong, and downtown is still a big draw. Large employers continue to shape the local market. We recently helped a client who had relocated from Seattle but was forced to return when Amazon reinstated in-person work. It’s a good example of how corporate decisions directly influence housing trends.

How are industry regulations and platform policies affecting your approach to marketing listings?
There’s a lot happening under the surface. Just when things seem to settle with lawsuits, new issues emerge, like the debate around clear cooperation. Some companies are keeping listings private, marketing only to their clients; however, most agree the best strategy is to maximize exposure, syndicating listings across Zillow, Realtor.com, Homes.com, and others.

That’s where it gets complicated. Zillow has said it won’t post listings that are publicly marketed before hitting the MLS. In contrast, Homes.com is promoting itself as a solution to that problem, pledging to maximize exposure when Zillow does not. It’s confusing for agents and clients alike. Our position is clear: full MLS exposure remains the best way to sell a home, and syndication across all major platforms.

What is your outlook for the firm and your top priorities ahead?
Our focus is on staying ahead by investing in AI tools that boost agent efficiency and ensure client needs are met. One of the tools we use is House Whisper, an AI assistant that helps agents capture client interactions and update CRM systems in real time. After meeting a client, the agent can verbally log details such as where the client is from, their price range, or even the name of their dog. The AI transcribes and files all of it. That has been a game-changer, especially for agents managing dozens of active clients. 

We also use Shiloh, which reviews calls, provides coaching, and now includes role-playing with an AI bot to help agents refine their responses. Broker Blocks, another AI-powered tool, supports branding and outreach. While the consumer never sees the AI, it plays a major role in making transactions smoother and more efficient.

We’ve expanded our exclusive Realtor.com territory into Clarksville, moving beyond the Nashville MSA. That’s opening new doors as we continue to prioritize the client experience. One step we’ve taken is requiring all agents to hold the Accredited Buyer’s Representative (ABR) designation to raise our service standard.

Through Realtor.com, we’re exploring development opportunities downtown. Our market exclusivity, combined with tools like preferential listing placement, helps maximize visibility. That’s a key advantage for developers marketing entire subdivisions or new projects.

Our partnership with the Nashville Predators NHL team also remains strong. As they redevelop their footprint, there may be real estate opportunities tied to new construction, including condos, short-term rentals, or other residential options.

Lastly, we’re launching a three-tier listing service with ultra-premium, premium, and base-level packages. Depending on the seller’s needs, we can scale the marketing effort, from billboard campaigns to radio and digital. We’ve already used this approach for auction properties, and it has proven effective in increasing visibility.