About Christie
Eleven years inside the operating engines of real estate and hospitality businesses. The work that follows is what those years actually built toward.
Christie Fusco is a systems-first growth leader who has spent eleven-plus years inside the operating engines of real estate and hospitality businesses — five-plus of them running full-cycle recruiting and operations at high volume across Greater Boston. She works at the intersection of three things most brokerages need but few do well: agent coaching that actually moves production, operational systems that hold up under volume, and a recruiting and onboarding engine that brings the right people in and keeps them.
Most recently, Christie served as Director of Growth at Century 21 Cityside in Boston's Back Bay, where she led agent development and recruiting, oversaw the integration of a new firm-wide CRM, and rebuilt the brokerage's Dotloop transaction management system from effectively zero adoption to roughly 100 percent in two months. Before Cityside, she spent two years as Sales Manager for Senné Residential, where she ran daily operations across four offices and hired more than thirty agents across 2023 and 2024.
She holds a seat on the GBAR Global Council and is an active member of GBAR, MAR, and NAR. She is a licensed Massachusetts real estate salesperson and a graduate of Emerson College. Her career began in front-of-house leadership at top Downtown Boston restaurants — a grounding in guest experience, service operations, and team coordination under pressure that continues to shape how she runs real estate offices.
How I think about the work
Every operation is a systems problem before it is a people problem.
Most brokerages assume their growth issues are recruiting issues, their compliance issues are training issues, and their retention issues are coaching issues. They're usually workflow issues wearing different costumes. I look at the system first — where the lead actually enters, where the file actually breaks, where the agent actually stalls — and fix the wiring before I touch the people.
Relational capital compounds; transactional capital evaporates.
Recruiting at volume taught me that the hires who last are chosen on fit, not on quota pressure. I'd rather pass on a placement than damage a relationship with a bad-fit close. The same instinct shapes how I run coaching, vendor relationships, and broker-to-broker conversations: long view, low ego, real follow-through.
Systems should outlive the person who built them.
My measure of a good operational engagement is simple: when I leave, can the next person walk in and run it? Every coaching cadence, recruiting workflow, and compliance protocol I build ships with documentation the team will actually open. No tribal knowledge. No bottleneck through any single seat — including mine.
Work hard, be kind.
The line that's run through my career since the restaurant floor. High standards, low drama, no applause needed. The brokerages I serve best are the ones whose leaders operate the same way.
Recent Work
$20M
Producer
$20M+ in sales volume · $8M → $20M+ in 24 months
A primarily-rental agent had completed 11 sales across his entire 7-year career. Weekly to multi-weekly 1:1 coaching from late 2023 through early 2025 — paired with a structural rebuild of his book that handed his rental volume to two newer agents — produced 11 sales / $9.5M in Year 1 and ~20 sales / $20M+ in Year 2. Coaching that moves production is technical, personal, and structural at the same time.
Dotloop Adoption
Zero → ~100% ·
Two months
An entire brokerage's transaction management existed on paper but had effectively zero adoption — legacy side channels, outdated forms, broken workflows. End-to-end rebuild: every form updated to MAR/GBAR standards, every workflow stage redesigned, group and 1:1 training delivered, side channels methodically closed. Adoption went to roughly 100% across the office in two months. The bottleneck wasn't the software.
The
Judgment Hire
EA to a top-producing agent · 2026
A high-leverage hire that could easily have been deprioritized. Identified an exceptional cultural fit, owned the process end-to-end, and made the case for moving quickly when the urgency wasn't obvious from the outside. Within days of starting, the new hire had embedded with the producer's workflow and freed up meaningful selling time. What started as a quieter recruiting decision became one of the most visibly successful placements of the year.