Ryan Kerner, the owner of Freedom Title, reflects on the early challenges and steady evolution of his title company with clarity and insight. When he first took over the business, his immediate hurdle was financial planning. He needed to understand exactly how much capital was required to operate efficiently. This involved a deep dive into the financial reports of the company’s prior iteration, which was struggling at the time. By analyzing what wasn’t working, Ryan was able to identify key areas for improvement and begin shaping the company into a profitable venture.
Making Opportunities
The initial months were both encouraging and formative. June and July of 2015 proved to be surprisingly strong, with the company turning a profit right out of the gate. This early success provided a much-needed financial cushion that helped the young operation survive the slower months that followed, particularly August, September, and the onset of colder seasons. These profits not only validated Ryan’s business model but also bought him time to continue developing the company’s structure and services.
Managing Growth
As Freedom Title began to grow, Ryan discovered that personal connection was one of his most effective business tools. His willingness to meet agents face-to-face gave the company a distinct advantage in a competitive industry. The fact that clients and partners could call the owner directly and actually reach him made the company feel approachable, trustworthy, and accessible. This hands-on approach helped establish a strong reputation early on, laying the foundation for long-term relationships and client loyalty.
Fast forward to the present, and Freedom Title has evolved far beyond its startup roots. When Ryan launched the company, it operated out of just three offices and employed nine people. Today, Freedom Title boasts 13 locations spanning the St. Louis region, Southern Illinois, and South Florida. With that expansion has come a new set of challenges, ones that many growing companies face.
Freedom Title has moved past the point of worrying about basic survival metrics like making payroll. The current challenge, Ryan explains, is managing sustainable growth. His goal is to continue opening new offices without overextending resources or needing to redirect staff from one location to support another. Growth should be smooth, strategic, and self-sustaining.
Growing Internally
Ryan also emphasizes the importance of internal development. As the company handles more real estate transactions, it needs the right talent to manage each phase of the process. Skilled closers are essential to finalize deals, and the backend must be bolstered with sufficient processing and abstracting resources. In his view, growth shouldn’t just mean more offices. It should also mean smarter operations and a stronger team.
Learning to Let Go
Delegation, Ryan notes, is another cornerstone of scalable success. While he acknowledges that he excels in certain areas, he’s also learned to let go and trust his management team with key responsibilities. At a certain point, he says, you can’t do everything yourself. For a company of Freedom Title’s size and ambition, building a capable team and trusting them to lead is critical to maintaining efficiency and momentum.
