Inc. Magazine – September 2019

Created by Inc. Studio and commissioned by

W

hen HomeLight founder and

CEO Drew Uher and his wife

bought their first home—

what he describes as one of

the most important mo-

ments of their lives—they felt powerless. There were so many

things wrong with the real estate process that it just felt bro-

ken, he says. Uher, a problem-solver by nature, knew that he

could use what he learned from his experience to change things.

In 2012, Uher launched HomeLight, an online platform that

uses sophisticated data analysis to match people buying or

selling homes with top-performing real estate agents. With

almost 200 employees in four offi ces coast-to-coast, the San

Francisco-based company is updating an industry that hasn’t

changed in decades. Consumers connect with someone they

can trust, agents get qualifi ed leads, and HomeLight earns a

commission on any resulting transactions.

The company is disruptive in a way that helps everyone

involved, which is precisely what attracts employees, says

Sandy Liao, head of talent and people operations. “People don’t

join our team because of the job description or salary,” she says.

“They do so because they have an opportunity to make a huge

impact on an industry they’re excited about.”

A focus on culture

The sense of purpose HomeLight employees share creates

strong camaraderie which is a core part of the company’s

culture. Still, it takes more than employees committed to a

common cause to create an organization that earns a spot on

Inc.’s Best Workplaces list. And while Liao says that HomeLight

can’t off er the perks for which larger companies are known, it

can give people something that might be harder to fi nd in the

workplace: what they want.

Every week, HomeLight issues a one- or two-question

survey to stay in touch with what employees are thinking and

feeling. Queries might include, “What’s the one thing that

would make your job easier?” or “How do you feel we treat our

customers? Is there something we could do better?” The com-

pany uses the feedback to improve; employees feel heard.

This was the case last year when employee feedback ex-

pressed concern about some of the questions on the perfor-

mance review form. In 2019, those points were replaced with

employee-suggested alternatives.

All for one

An inclusive culture also contributes to the camaraderie Home-

Light employees value. The company’s inclusivity extends

beyond gender, race, and ethnicity and acknowledges their

personal lives. Milestones such as engagements, weddings,

and births are celebrated or acknowledged in a way that makes

people feel like they’re part of a family. Spouses, partners, and

other family members are also included in the guest list for the

fi rm’s annual three-day retreat. After a half-day employee

meeting, employees and companions kick back and enjoy group

activities or resort services in destinations in popular locations.

Liao says this both refl ects and builds the company’s close-

knit culture. Just as the team uses data to understand what

customers want in a real estate platform, HomeLight works

diligently to collect the information necessary to know what

employees want. Delivering to both creates a happy and pro-

ductive workplace with dedicated talent.

Celebrating the holidays in our Arizona offi ce

GRE AT DATA

SERVES BOTH

CUSTOMERS

AND EMPLOYEES