Better Homes and Gardens Real Estate Base Camp has once again earned recognition as one of Greater Richmondâs Top Workplaces. Owner/Broker John OâReilly started Base Camp Realty in 2008 and merged with Better Homes and Gardens Real Estate in 2016. According to OâReilly, the combined firm is successful because agents and employees have all the resources they need to grow professionally and personally, allowing them to make the client experience second to none.
Better Homes and Gardens Real Estate Base Camp
John OâReilly, Owner and Broker
How do you feel your workplace culture contributes to your company being named a Top Workplace?
We are a family-first organization. We believe thatâs the most important thing â being open and supportive. The real estate business is very competitive, but here itâs more supportive. We come together to work on best practices, get to know one another and volunteer to help others. We know that nobody will buy a house if they havenât bought into the community, and we work to build that among ourselves and our neighbors.
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Philanthropic support is important to your organization. Why is supporting organizations important for businesses like yours, and how does corporate social responsibility influence your employees?
It really is how Iâm wired. As the youngest of six kids, we didnât have a lot, and I was given many opportunities through this industry. As professionals, we have been blessed because of our neighbors, and we have no choice but to give back to the community that has supported us for so long.
Better Homes and Gardens Real Estate Base Camp
How is your company leveraging emerging technologies, such as AI, to drive efficiency and innovation while maintaining a strong human-centered workplace culture?
For us, real estate has always been a personal thing. We use AI to make contract writing more efficient and review HOA documents for networking and advertising. We will stay in front of all of that. But we know that real estate comes down to personal interactions. AI doesnât know the nuances of the market and canât gauge peopleâs feelings. We are confident that the industry and the market will stay personal.
What initiatives or policies do you have in place to promote work-life balance for employees?
Itâs a hard thing for our industry because we are serving people when they are free â evenings and weekends. Work-life balance is a little tough, but we make up for that by building a strong community among ourselves and looking out for each other. If Iâm going away for a week, I lean on my coworkers. They know that I will have their back when they need it. Thatâs the synergy and culture that allows our positive workplace culture to thrive.
