C.A.R.’s 2009 President brings experience to the
office
REALTOR® James Liptak, C.A.R.’s incoming 2009 President,
begins his days at 4:30 a.m. in the gym pumping iron and logging miles on
the treadmill. Typically the first in his Paso Robles office each morning,
this self-described Type A personality loves the real estate business and a
challenge. That’s good, because 2009 could prove to be another year
dominated by sea changes in the lending arena and another challenging year
for C.A.R. and its members. Liptak, who has served two terms as C.A.R.
Treasurer, is well suited for this challenge and is prepared to begin his
presidency.
A broker with Country Real Estate in Paso Robles, he also is President of
James & Sydney Liptak Inc., which is wholly owned by Liptak and his
wife, REALTOR®-broker Sydney Liptak. He has twice served as president of
the Paso Robles Association of REALTORS® and been named REALTOR® of the
Year five times by his peers. He was named Honorary Director for Life by
C.A.R. in 1998, and has served on numerous C.A.R. task forces and as chair
of nearly all of the Association's public policy committees.
Why do you want to be President?
It’s almost a natural progression. I’ve been a director since 1983. You
reach a level where you want to be involved. This is the most successful
real estate organization in the world. If you want to be involved in real
estate, wouldn’t you want to be the president of the most innovative and
successful real estate organization in the world? We’re the largest state
trade association in the country, and we’re the best. It’s like standing on
top of Mount Everest. You’re looking at the rest of the world, and you’re
looking at it from a very advantageous viewpoint.
What can members expect from your leadership style?
They’re going to get what they see. I am not the type of person who is
going to tell you what you want to hear. I’m honest. I’m open. I’m
accessible. I’m straightforward. I’m not going to sugarcoat it. We may
disagree. If we do, let’s debate and talk about it. Maybe you’ll change my
mind; maybe I’ll change your mind.
What issue will dominate your term as president?
We are concerned about all the issues surrounding the third quarter of
2008: Freddie Mac and Fannie Mae in government conservatorship; the
insolvency and illiquidity in the banking system; the ramifications of the
$700 billion rescue plan on the economy in general, but specifically, on
homeowners, the lending industry, and the real estate industry.
How will we deal with the legislative and regulatory changes that
ultimately will result from this government intervention, the complete
restructuring of our financial system, and the methods by which homes are
financed? What will Freddie and Fannie look like when they come out of
conservatorship? When they do come out of government conservatorship they
will answer to the government, not shareholders—they’re gone. The question
that concerns us is whether these agencies still will have the same mission
of promoting loans to first-time home buyers. We will be following these
events diligently.
What will you and the 2009 Leadership Team do to address these two
issues?
We’ll continue to do what we have done this year. We have an agreement
among the Leadership Team that we are going to be out in front of as many
members as we possibly can. We held six S.W.A.T. conferences (Special
Weapons and Tactics to Survive in a Down Market) in the first half of 2008.
We have at least four more scheduled for the second half. We had our first
Home Buyer’s Fair in Los Angeles in April. We’re making a concerted effort
to get out in front of our members and let them know that we are concerned
about their welfare and businesses and about the market and the economy.
We’re trying to give them the tools to survive in a very difficult
marketplace.
What’s the biggest issue facing brokers and
agents?
For brokers, it’s profitability. For agents, it’s the same thing. The sides
per agent are below four. When we get to that position, we start to see
erosion in our membership. It’s a difficult marketplace dominated by
foreclosure properties and short sales and financing issues. It’s a tough
marketplace, but there is money to be made in any marketplace. You just
have to be adaptable and be creative to ride the horse in the direction
it’s going.
Are there any trends or issues that the
Association and the Leadership Team should leverage to boost the standing
of REALTORS®?
We’ve approached the Department of Real Estate about raising the bar to
require more education. Our Leadership Team has discussed going
to the NATIONAL ASSOCIATION OF REALTORS® and
asking it to increase the education requirements to become a
REALTOR®.
The erosion we’re seeing in our agent population, in my opinion, is due in
large part to the fact that a lot of individuals who entered the business
didn’t learn the skill-set [needed to survive]. Fortunately, NAR recognizes
this. It has formed a presidential advisory group to address that issue,
which I’ve been asked to serve on. That, in my opinion, will help us
because we have spent millions of dollars advertising that there is a
difference between a licensee and a REALTOR®. This is something that will
actually make that a viable statement.
What should the Association be doing to prepare
for the return of the market?
Educating people, keeping them informed of the trends in the business. In
order to be successful in this market, you have to constantly retool your
skill-set. Many of the brokers and agents out there who want to continue to
do it the same old way we’ve always done it, they’re stuck in Jurassic
Park. Nobody gets out of Jurassic Park alive.
You’ve got to be creative and adaptive because the single factor that will
effect more change in our industry is the consumer. The consumer will
dictate to us what our business will look like in the future.
When you look at the state’s real estate
landscape, which trends do you see as opportunities that the Association
should capitalize upon?
We have a great opportunity with a statewide MLS, called CALMLS, which
could have a significant influence on what happens in the rest of the
country. It’s in its formative stages, but more than 66 local associations
have signed letters of intent to participate.
In 2008, former C.A.R. President William E.
Brown created a Green Task Force. Are you committed to advancing the goals
of the Green Task Force?
We have to be extremely energy-conscious as we move forward. At our on-site
meetings in our Los Angeles and Sacramento offices, we’re taking steps to
try to be as green as we can. The drivers of those concepts and those ideas
are the consumers. Consumers want more fuel-efficient vehicles, more
energy-efficient homes, more energy-efficient appliances. They’ll get them.
We have to put ourselves in a position of being able to provide consumers
what they want, because if we can’t, they’ll get it somewhere else.
You seem very concerned about consumers. Is that
the case?
Absolutely. Consumers are the most dominant force in our industry, in the
automobile industry, in the technology industry, in any industry. The
consumer is king. The consumer will drive the market.
If we develop the tools, the technologies, and the proper mindset to
attract the consumer to our services, in the long run, both our industry
and our Association are going to be very strong. One of the reasons why I’m
so excited to be President is because I strongly believe that our
organization has that ability to do that. We are creative. We are
innovative. That’s very exciting. We’re a member-driven organization.
That’s what makes us so creative.