For Bhgre Gary Greene’s Ceo Mark Woodroof, Compass Acquisition Reinforces An Agile Growth Model

Without hesitation, Mark Woodroof remembered the date — June 26, 2012 — when Better Homes and Gardens Real Estate Gary Greene formally returned to a brand it had once helped pioneer.

More than a decade later, that sense of history and continuity is again shaping the brokerage’s future — as Gary Greene renews its Better Homes and Gardens Real Estate (BHGRE) affiliation following the acquisition of parent company Anywhere Real Estate by Compass.

For Woodroof, owner and CEO of the Houston-based brokerage, the decision is less about reacting to industry headlines and more about leaning into a familiar strategy.

“A big part of why we were fans of Anywhere over the years was it being a large strategic partner, and I think now it’s a larger strategic partner,” Woodroof told HousingWire. “That’s benefited us, not only with the brand, which is one of the most recognizable consumer brands, but also with many other partnerships.

“We have our leads network and we have a title relationship. It’s been great just having that partner, and ultimately, people watching our backs.”

A history in Houston

Founded in 1963, Better Homes and Gardens Real Estate Gary Greene is one of the most established brokerages in the Houston metropolitan area.

It’s consistently ranked among the market’s leaders with nearly 5,000 transactions and roughly $2.3 billion in 2024 volume, according to RealTrends Verified.

Gary Greene first joined the Better Homes and Gardens brand in the late 1970s — remaining affiliated through 1999. The brokerage then operated under Prudential from March 2000 through 2012, before returning to Better Homes and Gardens Real Estate.

Woodroof also currently serves as chair of the Texas Real Estate Commission after his appointment by Gov. Greg Abbott and has held leadership roles at the local, state and national levels.

He pointed to Compass Founder Robert Reffkin’s emphasis on growth and execution as a signal of what could come next for the brand and its affiliates.

“(Reffkin) talks a lot about growth, and his actions certainly back that up over the last several years,” Woodroof says. “And, you know, I think that’s going to be good for all of us.”

Scale, speed and strategic partnership

With Compass’s scale now added to the equation, Woodroof says the acquisition increases the sense of momentum within the organization.

“I think [Compass] puts a premium on moving quickly, and I think it creates a lot of energy at the Anywhere level that that is noticeable, it’s palatable,” he says. “There seems to be an excitement that’s flowing downstream.”

While many of the practical impacts are still unfolding, Woodroof said the larger footprint — roughly 340,000 Compass agents — creates opportunities for access to tools, services and partnerships that benefit local brokerages.

“You want to be inside the tent, not outside,” he said.

Local autonomy remains central

Despite the expanded corporate umbrella, Woodroof stressed that local identity and autonomy remains.

“We’re a well-known and respected brand, and we’ve sold hundreds of thousands of Houstonians and residents of the surrounding area homes,” he said. “We’re selling to the grandkids of some of these folks by now, and we cherish that. We have this very local focus on the community. We’re giving back to our agents. We live in the market. We work in the market. It means a lot to us.”

Chief Operating Officer Matt Woodroof, Mark Woodroof’s son, said the Compass acquisition resonates because of a shared emphasis on adaptability.

“I think what’s interesting to me is that being local, we’ve been able to remain pretty agile and move quickly,” Matt says. “I see a similarity with Compass in that they’ve been able to remain agile, move with the industry and act fast — even at the size they are.”

Mark echoed that sentiment, noting that Compass brings an entrepreneurial culture shaped by a higher appetite for risk than Anywhere previously could sustain on its own.

“I think this new organization has got a lot more runway and more of an appetite for risk,” he says. “They’ve also been very upfront about saying, ‘Hey, not everything will be perfect.’ We appreciate that, because here too, we’ve got things that go really, really well and things where we have to say, ‘Let’s back up and redo that.’”

Recruiting in a competitive landscape

While the Compass name carries significant weight in agent circles, Matt said the acquisition has not immediately changed recruiting dynamics.

“I don’t know how much changes from the recruiting standpoint, at least right now,” he says. “I mean, it’s been businesses operating as usual. I think there’s opportunity in the future, but there isn’t an immediate pull on the candidates we’re going after. I think there’s potential. So, I don’t see it as a negative [for recruitment], but there’s not an immediate windfall or anything like that.”

Mark adds that strong national relationships allow the brokerage to focus more intently on its agents.

“Our reason for existing is to make a difference in their lives and their businesses,” he said. “We’re 100% focused on our mission — which is improving the lives of businesses and for people, and trying to impact that at the local levels.”

Brand recognition, Houston outlook

Brand recognition remains a cornerstone of the renewal decision. Mark said BHGRE carries a level of consumer trust few brands can match.

“It’s all about trust,” he said. “The [BHGRE] brand says to the consumer, ‘Hey, it’s been around for around 100 years, so it’s probably not going anywhere.’ It’s been sold to different people but the brand represents what it represents.

“We have always said to our folks, ‘You never really have a cold appointment or cold listing, because people are going to feel warm about the brand and give you the trust and the room to come in and sell yourself.”

Looking ahead, leadership remains optimistic about Houston’s market durability. Matt noted that the region has returned to roughly 2019 activity levels with balanced inventory and steady job growth.

“We’re thinking low single digit-growth this year,” he says. “Basically flat, but a little higher than that, so we’re prepared for it. We’re continuing to pick up market share, and we think our partnership model with agents is one that’s meaningful to them. We’re providing them with support wherever they are and whatever they need — whether it’s tools, resources, one-on-one support, everything.”

The brokerage plans to continue recruiting, expanding market share and deepening agent partnerships as the market inches upward.

“We look for win-win situations,” Mark said. “That’s how we look at the world.”