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Before she ever stepped into the role of president at Better Homes and Gardens Real Estate, Ginger Wilcox had lived nearly every side of the real estate business.
She previously worked as an agent, learning the intense demands of serving clients through one of life’s biggest financial decisions. She also operated as a broker, understanding the pressures of managing a local business. And she helped shape the technology tools that modern agents now rely on, serving in key leadership roles at major proptech companies like Trulia.
That 360-degree career is exactly what prepared Wilcox to lead a national real estate franchise today, at a time when the industry is facing unprecedented transformation.
“Having walked in the shoes of agents and brokers, and having been on the tech side, gives me a unique lens on how to help our network navigate what’s ahead,” Wilcox said in a recent conversation with HousingWire.
Trust, relevance and adaptability
Now nearing her two-year mark at the helm of Better Homes and Gardens Real Estate (BHGRE), Wilcox has guided the brand through a turbulent period — marked by commission lawsuits, shifting consumer expectations and new competitive models — by staying focused on the fundamentals of trust, relevance and adaptability.
“When I joined, I saw an opportunity to double down on what sets BHGRE apart: the strength of the brand connection with consumers,” Wilcox explained. “That lifestyle relevance is something other firms can’t easily replicate, and it’s a powerful foundation for our agents.”
This focus has led to concrete initiatives, including the 2025 Home Trends Insights, a report that taps into data from the Meredith media network to track what consumers want — not just in-home features but in their aspirations and values.
The company also launched the Trendmaker certification, equipping agents with the knowledge to deliver more meaningful and customized client experiences.
Avoid the distractions
Importantly, Wilcox has not been distracted by industry noise. While many competitors have leaned heavily into cloud-based models or aggressive recruiting, BHGRE under Wilcox has stayed focused on what she calls “the power of the franchise model” — offering brokers both national resources and local flexibility.
“Our brokers want the ability to lead in their markets, but they also need tools, training and scale to stay competitive,” she said. “That balance is critical, especially now.”
The past year has put leadership to the test, as lawsuits and regulatory shifts have forced brokers and agents to rethink their longstanding commission practices. But Wilcox emphasized that clear, proactive communication has been a cornerstone of BHGRE’s approach.
“We were one of the first to take legal action to protect our network, and we focused immediately on equipping brokers and agents to keep doing their jobs confidently,” she noted.
That preparation has helped Better Homes & Gardens Real Estate stand out. The brand currently reports a 99% client satisfaction rating, an extraordinary figure at a time when consumer trust in the real estate profession is under pressure.
People-first mindset
Wilcox is quick to point out that while technology is an essential part of the firm’s investment strategy — with major AI initiatives underway in learning, recruiting and operations — tech alone is no longer a differentiator.
“Everyone has tools,” she said. “The real difference is the human experience: Are you showing up as a trusted adviser? Are you delivering value that clients can’t get elsewhere?”
This people-first mindset is deeply personal for Wilcox, whose mother has sold real estate for more than 45 years.
“I have a built-in test case for everything,” she joked. “But seriously, I’ve seen firsthand how hard this work is, how much agents do for their communities, and how much they need strong support from their brokerages to keep thriving.”
Looking ahead, Wilcox sees growth as both a necessity and an opportunity.
“We believe growth solves a lot of problems — and this is the right time to expand our footprint, especially while other firms are distracted,” she said.
She points to recent marketing campaigns, such as The Craft of Real Estate and We Know, as examples of how BHGRE is reinforcing its brand with both agents and consumers.
Wilcox’s leadership offers a grounded lesson: Innovation doesn’t just come from chasing new models or flashy tools. It comes from sharpening the fundamentals — building trust, understanding consumer needs, empowering agents — and being nimble enough to adjust as the landscape changes.
“In this business, relevance comes from being indispensable,” Wilcox said. “That’s what we’re focused on every day.”
