Ray White Queensland keeps its one-in-four target after a split year

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Ray White Queensland will not lower its sights after a financial year its chief executive described as "a year of two distinct halves". At the network's annual awards for 2025-26, held at the Royal International Convention Centre in Brisbane and reported by the group and by Elite Agent on Friday 4 September 2026, the state business confirmed that its three standing targets carry over unchanged into the new year.

Those targets are to sell one in four homes sold across Queensland, to manage 60,000 rental properties and to conduct 10,000 auctions. More than 1,450 members of the network were in the room to hear them repeated.

Source: Ray White Queensland 2025-26 annual awards, as reported by Ray White and Elite Agent, 4 September 2026. Targets, not results.

What was said about the year

The account of the year came from Jason Andrew, the chief executive of Ray White Queensland. According to Elite Agent's report, he told the audience the network began 2025-26 outperforming the market and setting records, before the wider economy caught up with it. He listed the causes as global instability, stubborn inflation, elevated interest rates and a federal budget that he said had hit the housing sector hard.

"Market headwinds do not alter our destination," Mr Andrew said in the group's own account of the evening.

The network did not publish its Queensland sales total, its number of managed properties or its auction count for the year, so the distance between the results and the three targets cannot be measured from what was released. What was published is a statement of intent: the targets were set for a stronger market and are being kept in a weaker one.

The market share figures behind the targets

The one measured figure released on the night covers the whole Ray White group, not Queensland alone. Dan White, the group's managing director, said the group's share of residential sales across Australia and New Zealand stood at 14.66 per cent, which he expressed as one in seven properties sold. He put its share of auctions at 25 to 30 per cent, and said the gap to the next-largest competitor was the widest on record.

Those numbers give the Queensland target its scale. One in seven is about 14 per cent. One in four is 25 per cent. The state business is therefore aiming for a share of Queensland sales well above the share the group holds across the two countries as a whole.

A network's market share is counted by the network itself, from its own sales set against a market total, and methods differ between groups. The figure is best read as the group's measure of itself over time, which is how Mr White used it.

How the awards are counted

The awards themselves show what the network chooses to measure, and the categories come in pairs. Beside each headline title, such as top office, top principal and top salesperson, sits a second title awarded expressly on the number of sales. The published reports do not set out the formula for the headline titles, but networks commonly base them on the fees earned from completed sales. The two reward different kinds of business: fee income favours offices selling dearer homes, and volume favours offices selling many.

In 2025-26 the pairs went to different parts of the state. Ray White New Farm, in inner Brisbane, was named top office, and Elite Agent reports it also ranked second internationally across the group. The top office by number of sales was Townsville. Ray White Collective was named top business and first internationally among multi-partner groups, while the top business by number of sales was One Group. The top principal by number of sales came from Cairns.

Property management has its own titles. Coomera was named top property management office for net growth, the measure that matters for the 60,000 target because it counts managements gained less managements lost. The property manager of the year came from the Narangba office.

The network's highest individual honour, the Max White Award, went in its 47th year to the operations manager of the Collective group, who has worked in the network for 30 years. Elite Agent reports that she dedicated it to administrators, receptionists and assistants.

Why the three targets fit together

The targets are not three separate ambitions. Each describes one of the income streams an agency network lives on, and they support each other.

Sales commission is the largest and the most volatile. It rises and falls with the number of homes changing hands and with their prices. A target expressed as a share, one in four, is a way of setting a goal that does not depend on how many homes sell in total: in a slow year the network aims to take a bigger slice of a smaller market.

Property management is the steady stream. Management fees are a percentage of rent collected, and rent is paid whether or not the sales market is busy. A portfolio of 60,000 managed properties would give the network's offices a base of recurring income, and each managed property is also a future listing when its owner decides to sell.

Auctions are a method, not an income stream, but the network treats them as central to how it wins and sells listings. Elite Agent reported in August that Ray White Queensland had appointed a head of auctions with a brief to mentor agents across the state, an appointment that sits squarely behind the 10,000 figure.

A share target moves with the market. It asks an office to win a larger part of whatever is sold, in a good year or a thin one.

Who the network is in Queensland

Ray White is a family-owned group that, by its own count in the awards report, is 124 years old. Individual offices are owned by their principals under franchise, which is why the awards rank offices and multi-office businesses, and why groups such as Collective and One Group appear as businesses in their own right.

The network has continued to add offices through the winter. Elite Agent reported on 3 August that two principals who had run their own agency in Noosa for 15 years had joined to open Ray White Noosa, with the chief executive saying the team had already secured a second office location. That pattern, an established independent taking on a network's brand and systems, is the main way a franchise group grows its share without waiting for the market.

For the principals in the room, holding the targets steady has a practical meaning. A franchise group's state office supplies training, technology and recruitment support, and it sets the benchmarks its offices are compared against. Keeping the benchmarks where they were tells offices that the state business expects them to hold staff numbers and listing activity through a quieter period.

What a seller or landlord can take from it

None of this changes what a Queensland seller pays or signs. An appointment is still made with one office, on the Office of Fair Trading's Form 6, at a commission agreed between the seller and that office. A network's state target is not a promise about any single sale.

It does explain some of what clients see. An office that is measured on auctions will tend to recommend them. An office that is measured on net growth in managements will work to keep the landlords it has. And an office in a network that hands out titles both overall and by number of sales can be asked which of the two its own recognition was for.

The targets also say something about the Queensland industry as a whole. A single network aiming to manage 60,000 rentals and to run 10,000 auctions is planning on a scale that few of its competitors publish at all, and other groups active in the state will set their own recruitment and growth plans with those figures in view.

What comes next

The awards close the network's 2025-26 year. The 2026-27 targets are the same three numbers, and the next public measure of progress is likely to be the same event in a year's time, since the state business does not publish quarterly results.

The group's international rankings, in which New Farm and Collective placed first or second this year, are announced separately from the state awards.

Kooky, from Shaka

Kooky edits Queensland Estate and builds Shaka, the payment router he made for Queensland property professionals. One payment comes in, and every agent, agency and party in the deal receives their signed share on closing date.

About Kooky and Shaka →