Raine and Horne

Above left: Angus strategically gained experience at renowned commercial property brands, including Raine & Horne Commercial Sydney. Above: In the early 2000s, Angus Raine began forging his own enduring legacy at Raine & Horne. Angus’ natural flair shone, and over the next 15 years he would be involved in some of Sydney’s most significant commercial property deals, as well as a decent slice of highend residential sales, earning his stripes with blue chip international firms like Knight Frank and Savills. They were heady times in the commercial market, and Angus recalls tongue firmly in cheek: “Back in the 1980s you could sneeze and make money. Thanks to the commission structure I was earning $45,000 [in those days considered a lot of money] at age 20, and I remember my father saying: ‘You’re not worth that!’ I said ‘Well, obviously I am.’ I wasn’t working for my father, but someone else certainly thought I was worth that sort of money.” Track record outshines the Raine name As Angus built his personal brand, his track record outshone the family name, and over time, acquaintances were often surprised to discover the Raine & Horne connection. “In those days it was common to celebrate the close of a big deal by taking the vendor and buyer out to lunch,” recalls Angus. “At some point, somebody would inevitably say: ‘So tell us a bit about yourself Angus’. They almost always nearly fell off the chairs when they realised, I was a Raine of Raine & Horne – nobody ever assumed that was the case.” For Angus, the importance of building a personal brand outside Raine & Horne went beyond the desire to avoid any hint of favouritism. He explains: “In some family businesses, every man and their dog who is related is working there and, dare I say it, they’re probably not qualified. The thing is, if you’re looking for a job and there’s any number of cousins in a company, someone from a nonfamily background will recognise the glass ceiling, and that is a real drawback when it comes to recruiting and retaining the best talent. This has never been a problem in Raine & Horne. We have employed non-family CEOs to run this business since the 1960s. We have non-executive board members. The bottom line is that Raine & Horne is run like a corporation, not a family picnic, and that’s a key reason why we’ve been around for so long.” In 1998, Angus was ready to bring his experience back to Raine & Horne. He returned to the firm, no longer a fresh51