As LEVEN Real Estate, a boutique real estate firm, entered a period of growth, the goal wasn’t to change who they were. It was to bring greater clarity and consistency to how they operated without losing the discretion and care that define a boutique brokerage.

Focus:

• Brand and messaging audit

• Defined client journeys (Seller, Buyer, Landlord, Tenant)

• Marketing workflow and process optimization

• Centralized creative and content infrastructure

The Solution

A scalable foundation designed to serve agents and leadership alike, including:

• Cohesive brand identity and templates in partnership with Tiny Penthouse

• Clear communication guidelines

• Streamlined marketing systems

• Agent-facing templates and resources

• Strategic organization and platform to sustain beyond our engagement

The Outcome

• Stronger brand consistency across all touchpoints

• Increased efficiency and clarity

• A marketing ecosystem designed for long-term growth

Stability During Transition - Luxury brands don’t have the option of “pausing” when internal teams shift. The work still needs to move. The brand still needs to show up consistently. And the team still needs support.

During a period of turnover at Sotheby’s International Realty, Inc. Manhattan Brokerages, Rppl Design was engaged to stabilize marketing operations, support brokerage managers, and assist in the recruitment and onboarding of senior marketing leadership.

The goal wasn’t reinvention.
It was continuity - with clarity.

The Focus

This engagement centered on three priorities:

1) Interim marketing support
Hands-on support to brokerage managers and the existing team to prevent disruption across campaigns, messaging, and key initiatives.

2) Process and workflow optimization
Assessment of current workflows, identification of friction points, and development of streamlined processes to improve collaboration and consistency across brokerages.

3) Leadership hiring and structure
Support in defining senior marketing roles, evaluating candidates, and onboarding, along with recommendations for a team structure built for long-term efficiency.

Deliverables

• Marketing continuity plan

• Senior marketing leadership hiring strategy

• Process and workflow optimization report (with implementation recommendations as needed)

The Outcome

The result was a marketing function that could keep moving through change supported by clearer structure, stronger alignment, and a more stable foundation for incoming leadership.

Luxury brands often have strong marketing output—but uneven systems behind it. Over time, that imbalance shows up in the team: unclear expectations, inconsistent workflows, and too much responsibility sitting with too few people.

Turks & Caicos Sotheby’s International Realty engaged Rppl Design to assess and streamline marketing and marketing operations in support of continued growth, while maintaining consistency in service delivery and brand messaging.

The goal wasn’t to add more.
It was to create structure that could hold.

The Focus

This engagement centered on identifying friction and building a more sustainable foundation across marketing operations.

Work included:

• Stakeholder interviews with leadership and team members

• Review of current marketing strategies, campaigns, workflows, tools, and technologies

• Process mapping across the full marketing lifecycle, from lead generation through client onboarding

• Identification of bottlenecks, redundancies, and resource imbalance

What Was Built

As the engagement evolved, the work shifted toward strengthening the day-to-day structure of marketing support and internal operations.

This included:

• A clearer onboarding routine for new agents (across admin, marketing, EPIC, and access)

• Defined and formalized expectations between the brokerage and agents

• Outlined tasks, platforms, and turnaround times

• An ongoing training rhythm to support both admin and marketing teams

Deliverables

• Comprehensive audit report with findings, interview insights, and process maps

• Recommendations for restructuring marketing operations

• A restructuring plan with action items and suggested timelines

The Outcome

The result was a marketing function with clearer structure, stronger internal alignment, and reduced operational friction, supporting growth without relying on individual employees to carry an unsustainable load.