Meet the Manager

Paul Verdicchio

           HALO Realty is a newer real estate company in the New Jersey area. It is owned by Paul Verdicchio, who has been a licensed Realtor of both New York and New Jersey since 2001. While working for RE/MAX, in 2007, Mr. Verdicchio opened his own company in the state of New York named “HALO Realty”, a combination of the first two letters of his youngest children’s names. 

            This past August, Paul Verdicchio left RE/MAX officially and brought HALO Realty to the state of New Jersey, officially located in Piscataway. Initially, he opened the company with a total of four full time agents and approximately fifty clients. The company now has a total of twenty agents, including Mr. Verdicchio. Subsequently, their clients have multiplied as well.

            Throughout his practice, Paul experienced an array of management styles and clients; some of which would leave one questioning why he continued on this venture.  “I had a dream of opening my own office,” he explained. “But in order to become a broker/owner, you have to work under one for at least five years. I knew it would be rough, but I figured the worse I experienced it, the more I’d know what not to do…it’d make me a better manager.” And it did.

             Now as owner and manager of his own company, Paul sends out weekly emails to his representatives filled with reminders of his support and gratitude for their hard work and dedication. He is available night and day for any questions or concerns his associates may have. He practices a more informal channel of communication, as there is no specific chain of command being followed. This helps communication to flow freely, on a more horizontal level. He is empathetic and appreciative towards his employees and their hassles, whether they be work or home related.

Paul is a firm believer in positive reinforcement, providing bonuses and dinners for his associates when deserved, and constantly praises the hard work and success of his representatives overall; yet he is still realistic.

When an associate is unsuccessful or is allowing deals to slip away from them, he lets them know where mistakes were made. He is not harsh in his mentioning of these inaccuracies, but uplifting, reminded them “this is a learning process. The more you know, the easier it gets.” He does not enforce a punishment for failures, as he feels the loss of a deal or sale is punishment enough.

One of the best qualities Paul has as a manager is his proficiency in market analysis. He knows that the  key to a successful  formulating a customer-driven operations strategy is to understand what the customer wants and how to provide it. He knows, that if he divides the customers into market segments and then identifies the needs of each segment of potential buyers, the success will be an instant.

To make better decision making process, he concentrated more details on needs assessment where he divides the market needs by:

·         Service  Needs-Attributes of the service, such as price, quality and degree of  customization.

·         Delivery System Needs-attributes of the processes, such as availability, convenience, courtesy

                              safety, accuracy, reliability, delivery speed.

·         Volume Needs-attributes of the demand for the service, high or love volume, degree of

                     variability in volume, degree of predictability in volume.

·         Other Needs-other needs such as reputation and number of years in business.
These attributes help him to better understand the costumer needs which will speed up the whole operating
 and managing process.
Another qualities Paul has as a manger is his ability to be consistent.  Not a single associate had been discouraged by Paul’s attitude at any point in time. He too has lost deals along the way and has dealt with frustrating clients, as well as difficult life situations, yet none have affected his attitude towards his work or employees. “Maybe it comes from the passion I have for what I do…or maybe the joy of watching my own company grow is enough to keep me grounded, even through the frustration…” He wasn’t sure of why, but he was happy he had succeeded in being a positive role model and manager for his company and his associates. “I couldn’t have done it without them…those first four especially. I think that’s the most important thing – remembering what it took to get here even once you have the dream. It’s the easiest way to relate to your team members…Because that’s what we are, a team.”