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Opinion Editorials

Dual real estate revolutions gaining velocity

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Revolution #1

In case you haven’t noticed, the local MLS is available to the public through literally a hundred if not a thousand websites in your market. In fact, I’d go as far as to say ya can’t swing a dead cat without hittin’ some Realtor’s IDX. (In essence, the MLS on an agent’s website.) This means that if you’re a buyer, or even if you’re merely curious, you can see pretty much anything listed in your community. I have one, though so far, it’s pretty much been for my family and friends. I don’t sell San Diego real estate to anyone with the lone exception of  those who wish to live in a 2-4 unit setup. Even if you live in East WhatsIt Ohio though, you can see whatever you want in San Diego’s MLS on my site, and hundreds like it.

Back in the day, the only way a buyer could see all that was for sale was to get an agent. Only brokers/agents had access to the MLS. See, it was their property, the listings that is, and that’s the way they treated it. They harbored the silly belief that since it was the fruit of their labor, and their entity, they’d do whatever they chose to do with it. Imagine the cheek. It worked very well, as far as buyers and sellers were concerned. ‘Course some folks always think they have a better idea. This is almost always dangerous, especially to their members when NAR begins thinking they have a better way.

See, they gave away the store. The only thing of value they had on their shelves was their listings. Now they don’t have that. What geniuses brokers/agents have at the helm of their ship, the SS NAR.

Here’s a scoop for ya — consumers don’t have a ‘right’ to my info just cuz they declare it so.

They have a right to professional service and solid expertise, ethically rendered with integrity. Wonder how it’d go over if decades ago those same consumers had declared their right to Coke’s formula? It’s the only thing Coke has of value. Once that formula can be used by anybody, they’re toast. Yet many seem to think the real estate industry was created to be their bitches. I beg to differ.

All the fuss lately about using or not using aggregators is moot from where I sit. Who cares, anyway? Any agent worth two quarters to rub together will sell their listings without using any of ’em. They’ve been doin’ it for generations. If ever an industry has been sold a bill of goods — by their own leadership — real estate is it.

It’s possibly too late now, but order needs to be restored.

I suggest a revolution. Let the biggest brokerages in each market completely withdraw from their local Board and MLS. Then they can start over from scratch. NAR would have a stroke to be sure, but they’d stop pretending everything they’ve done for the last several years has been in the brokers’/agents’ best interest. If you believe that, you should go buy some Vegas property for zero down and wait for the appreciation tsunami.

Like Bill Cosby used to say to his kids, “I brought you into this world, and I can take you out.”

The various Boards of Realtors need the brokers, not vice versa. Ditto the MLS. It’s time broker-owners stop allowing the tail to wag the dog. The only thing they need to do to accomplish that is to reach down and grab a pair.

Revolution #2

The agent-centric business model has failed miserably everywhere it’s been tried for the last 40+ years. Get over it. It wasn’t a good idea from day 1. How bright must we be to know that you don’t put worker bees in charge of the hive. They’re worker bees, not risk taking, capital spending, gladiator-in-the-arena bees. The broker/owner to agent ratio has to be somewhere around 100 to 1,000/1. Yet we’ve been (That’s the editorial ‘we’, as I’d never allow it in my firm.) allowing the 1 to rule the roost since the early-mid 1970s.

Geez, guys, how’s that been workin’ out for ya lately?

Since most don’t know the history, here’s how the broker-centric model works. The broker’s in charge. The agents are to be seen and not heard. If the agents had what it took to own their own successful business, they would. But they don’t, so they don’t. They don’t get to dictate to the business owner how to run it. The broker generally pays for the bulk of the marketing. They directly or indirectly generate and/or distribute leads. They don’t view dead wood as a good thing. They do a lot more, or the same business with a lot less agents. The agents make more money even though their splits are much less than agent-centric models.

This is why teams are literally outperforming their own brokerage owners sometimes.

With rare exceptions most successful teams today are using the pre-1970’s broker-centric models. What’s hilarious to watch is how their buyer-agents are earning more bottom line money than their counterparts in the same office. Their counterparts are often making 50-125% bigger commission splits, yet bring home less bacon. Meanwhile, the poor broker/owner is not only payin’ the overhead for the schmuck to whom he’s payin’ 50-90% splits, he’s hearing ’em complain. All this while month in and month out he gets to watch a team’s team leader make as much or more money than he is as broker/owner of the company.

Imagine an entire company based on today’s team concept. You don’t have to, cuz I lived it. It closed more sides than anyone in my local market, San Diego, for five consecutive years, than anyone. They did it with never more than 30 full time agents, and about a dozen part-timers. Over 1,000 sides a year. Their competitors? Some had as many as 16 offices. They had triple, sometimes quadruple the number of agents and still couldn’t keep up. In my experience there were two basic reasons for this.

1. Broker/owners acted like broker owners. They were in charge of their own businesses. What a concept. They were brave enough not to kowtow to a buncha wannabes who, frankly, couldn’t find their asses with a map, two guides, and a GPS.

2. If an agent wasn’t cuttin’ it, they were shown the door. Non-producers were not treated as mascots, as they are today in agent-centric models. In other words, you were a professional producing agent, or you were gone. What a concept.

Oh, and by the way? That brokerage wasn’t part of either the local Board or the local MLS, both of whom came hat in hand, begging him to please join and share with them his bounty. Go figure.

The tiresome “raising the bar” discussion

The cry for ‘Raising the Bar’ is well meaning, but mostly misguided.

There are those with very good intent who want the industry to make it more difficult to become an agent or a broker, and/or want continuing education to be more rigorous. I understand their thinking. I’m 60. Been hearing the ‘raise the bar’ mantra since I was a teenager. How’s that been workin’ out for us? Don’t answer, it was rhetorical. But if we all take a few steps back so as to view the big picture, maybe we can begin to come together on a different approach. The big picture? It comes down to two realities merged into one prototypical person — and they represent, easily, around 70-85% of currently active licensees to one degree or another.

They work for a brokerage without producing much if any business. Also, regardless of the many classes they may’ve been coerced into attending, they don’t know much about the law, procedures, and general practice of real estate agency. Combine those two — lack of production and general industry ignorance — and you get the periodic outcry for ‘raising the bar’. Hey, I have a idear, why don’t we insist as broker/owners that our agents be producers or be gone? Producers generally know what they’re doing on all fronts.

What a concept! The vast majority of all listings/sales of 1-4 units is done by far less than 20% of the licensees out there. Said another way, if tomorrow all brokerages were suddenly operating the broker-centric model, the merit based culture would be the natural result. The huge majority of agents out there who take up space more than anything else would, like steam, heat the air then disappear. They’d never return either, cuz bottom-line production requirements would be the barrier they’d never be able to navigate.

Would love to hear your thoughts.  Back to the future may just be what’s beginning to happen now.

Jeff Brown specializes in real estate investment for retirement, has practiced real estate for over 40 years and is a veteran of over 200 tax deferred exchanges, many multi-state. Brown is a second generation broker and works daily with the third generation. With CCIM training and decades of hands on experience, Brown's expertise is highly sought after, some of which he shares on his real estate investing blog.

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30 Comments

30 Comments

  1. Lesley Lambert

    January 30, 2012 at 9:59 pm

    My mom was my first broker (she started real estate in the 80's) and this was how she trained me. I credit my training in the above methods as being what has allowed me to survive and even thrive in a bad market. Some good points that I am certain a lot of people don't want to acknowledge.

    • Jeff Brown

      February 1, 2012 at 8:32 pm

      As the industry is slowly forced into the broker-centric model, Lesley, something tells me they'll acknowledge it. 🙂

  2. herman chan

    January 30, 2012 at 10:05 pm

    hi jeff! i think in theory a merit based brokerage would work, but the fact of the matter is many brokerages don't' chop off non-producers b/c brokerages make money off the non-producing agents by selling classes, certs, desk/franchise fees, tech fees, blah blah blah.

    • Jeff Brown

      February 1, 2012 at 8:18 pm

      Hey Herman — They do that cuz their model simply is a big FAIL.

  3. Nick Molnar

    January 30, 2012 at 11:07 pm

    Sorry Jeff, that day is dead (or dying). If all an agent has to offer is listing data and a well-trained team, they should make plans to exit the business. Launching a brokerage is now well within the capability of a smart high-schooler with a four or five figure budget (depending on the market). And the listing data ultimately belongs to the sellers. It sounds like you offer a real value to your investor clients and help them in ways they are unable to help themselves. Why do you think residential brokerage should offer anything less?

    • Jeff Brown

      February 1, 2012 at 8:24 pm

      Somehow I think we're not communicating, Nick. That's exactly what I'm suggesting. You're right about anyone being able to START a brokerage, but they'd fail just like the brainiacs who've been bringing in extra income streams just to stay afloat. The listing data belongs to me, period.

      I own the listing, period.

      The old model fired incompetents. They slowly but surely ended up with quasi all-star teams after a relatively short time. Nothing's changed since then, Nick. Sellers want their homes sold, at the highest possible price and in the shortest period of time. It was true when I first started in '69, and it's true today.

      That day may be dead, but the teams are showing their broker/owners the way. Agent-centric models simply do not work. They're doomed from the start.

  4. Drew Meyers - ESM Exec Designs

    January 31, 2012 at 10:38 am

    Exactly why I think (know) brokers like m realty in portland and m squared in wash dc are on their way to killing their respective markets…

  5. Bruce Lemieux

    January 31, 2012 at 4:08 pm

    The 70s offered many delights like awesome clothes and spectacular shag carpet. People who ran 26 miles were labeled as freaks. Now, you're a freak if you don't. It was a golden age.

    Still, I wouldn't like to see the return of cars that rust and don't run, double digit mortgage rates, or restricted access to home listing data. Consumers should have easy access accurate and non-spammy home listing data. Good for consumers, good for our industry. I'm less concerned about how they get it (syndicated, IDX, etc).

    Revolution #2 really resonates. The methodology for the big brokers in my market is simple: grab as many agents and market share as possible. Remove all risk to operate a profitable business, give cubes, free business cards and office managers (often to babysit) — and take a high split. As agents get better and want a bigger share, they are lured by the do-it-yourself, agent-centric models. Now, agents need to invest heavily in processes, technology and coaching to acquire and convert leads – which is time not selling. Now imagine a world where the broker manages the business, generates the leads, and coaches – and holds accountable – the agents who spend 100% of their time selling. Sounds like a pretty good trip back to the 70s to me.

  6. Jeff Brown

    February 1, 2012 at 8:30 pm

    Love the comparisons, Bruce. As far as #1 goes, the public has unfettered access through hundreds, sometimes thousands of IDXs in each local market. My gripe is MLS/Board treating its members like street walkers. There's simply no need, and the professionally listed home sells quickly and for more without the aggregator circus clown acts. 🙂

    Does my model interest you for your brokerage?

    • Bruce Lemieux

      February 1, 2012 at 9:07 pm

      As it turns out, I'm in the last stages of launching my own brokerage. The organizational model will look a lot like a team where the broker (my wife and me) will concentrate on lead generation and listing conversion, with a couple buyer agents focused 100% on sales. At this point, I don't see how new 'listing agents' would come on board since I'll have a very structured listing process, but I don't need to figure that out right now. I'm excited about our listing model – we'll see if my market likes it once it launches. When it's completely out of my brain and fully realized in a marketing plan, I would like to send it over to you so you can shoot holes in it. An unvarnished critique would be appreciated — I know that you’re very good at being ‘unvarnished’ 🙂

  7. Stephanie Crawford

    February 4, 2012 at 6:52 pm

    Bruce, send that model over to me while you are at it. Would love to check it out 🙂

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Opinion Editorials

Managing bipolar disorder and what I wish my employers understood

(EDITORIAL) This editorial offers a perspective on living with bipolar disorder in the workplace, giving employers insight into how to support similar team members.

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bipolar disorder

I met Jacob Martinez (Jake) a few years back at one of our offline events. He is an eager and ambitious person that always wears a smile (and seriously, it’s an infectious smile), always seeks to help people around him, and is kind and positive at every interaction.

In his most current effort to help others, Jake asked what I thought about his writing about his new bipolar disorder diagnosis, something that most people hide and pray no one discovers. But not Jake. As he dug deeper into the rabbit hole of available information, he realized there was little available discussing how this diagnosis impacts career paths, and almost nothing available to help employers to understand the nuances.

And let’s face it – there are plenty of people hiding their diagnosis, and employers that could be missing amazing talent simply for not understanding how to accommodate.

The following is about Jake’s journey with his diagnosis, how it has impacted his career, and his ideas on how hiring managers and business owners could interact with people living with bipolar disorder in a way that keeps their talents in full use on the job. This isn’t scientific and the suggestions aren’t based on some HR seminar, no, it’s meant to give you unique insight that most people don’t share – I want you to read this through Jake’s eyes. It’s a brave look into working with this challenge:


As someone who suffers from bipolar disorder, I’ve struggled to find resources that would help individuals like myself jumpstart our careers and learn to navigate working full time with a mental health disorder. Most generalized stories about mental health disorders and the workplace focus more on how things didn’t work out and not on how they started or advanced their careers.

Many give examples of individuals with mental disorders in high-ranking positions who end up leaving their specialized field to work as part-time cashiers or other less stressful and less triggering roles in order to seek a better work environment for their mental health.

I’ve also found that there is a lack of resources for employers when it comes to helping employees with mental disorders. Not many employers are prepared to do so, nor have this skill in their wheelhouse. Without this knowledge, training, and experience, how could they understand the struggles of what it’s like to work with a mental disorder and be expected to provide the necessary support to help their staff?

Many factors contribute to this being overlooked or left unaddressed, such as the stigma behind people with mental disorders in a work environment, or simply because no one knows how to talk about it. When I apply for jobs, I always ask myself “Do I put in an application that I am someone with a condition that needs reasonable accommodations? Is that even an option?” How would I even begin to ask an employer to understand what I am going through? And while I’m still figuring this out and working through what my diagnosis means for my career, I’d like to share my experience and start talking about it.

Like many young individuals, I started college bright-eyed and with a hopeful outlook. I navigated internships, jobs, and full course loads but only to exit with a mountain of debt and depression that can be best described in a meme. Many, with no prospects out of university and an average GPA, end up working menial jobs to get by, hoping for their big break.

For me, this time was spent at Torchy’s Tacos, a local Austin Texas favorite. My luck finally came through when I found a new opportunity. I thought to myself, how hard could it be to deliver packages to people? Especially in a city like Austin where anyone could make a business out of cleaning cat litter boxes. This company, I thought, was going to be my lucky break – my jumping-off point. And it was for about a year. That is until my bipolar diagnosis came in.

Suddenly dealing with bipolar disorder…

I experienced sporadic shifts between depression and hypomania. With my diagnosis came a new understanding of what my limits and strengths were. I understood that stress only made it worse but that physically moving around was the best way to cope with it. Working in a warehouse-type environment allowed me to run around, helping to melt my stress away physically.

But when it came down to job performances, some weeks were better than others.

When I did well, management would make comments like, “I like this new you,” or “whatever is happening, don’t change it.” But nothing was said when I didn’t do so well. Comments continued to dismiss the real issue that I was heading towards an uphill climb of mania. And as I climbed higher and higher, more mistakes began to happen – small ones that added up beyond anything I could control. With each and every episode of mania or depression I had, the trust I had taken time to build and cultivate slowly began to fall apart.

Then came the drop – an episode of depression so deep that it’s hard to recover from. For myself, this began as a result of multiple episodes and when several “options” were laid out on the table by my employer.

First, my employer recommended that I take Family Medical Leave Assistance (FMLA). For someone like myself who never knew what FMLA was, I didn’t know where to start and what this meant. No one told me I would not be getting paid and that I would have to use my sick and personal time off to supplement my income. As someone who has built their identity around working, taking time off felt like an attack on my identity at the time.

Subsequently, I was also told I could be released for making any mistake (no matter how small or slight), attempting to change the work culture, or requesting anything unreasonable such as requesting time off for anything other than medical. My manager also called my episodic shifts a “stunt.”

Every time he said this, I lost faith in him, and he lost trust in me.

Some of the hardest words someone with a mental disorder can hear from a manager or mentor are, “When you pulled that stunt, I can’t trust you anymore” and “we will no longer be working together if you do that again.” His words cut deep and only made each episode worse—finally leading me to turn in my two-week notice.

During my time there, none of my managers ever asked if something was wrong when warning signs showed up. They just assumed that I had already checked out and given up. I felt like a cog that was replaceable and could easily be overturned. Trust was required to help me battle my mental demons, and in this case, that trust was broken on both ends. No one came out of this on top, coping skills were not utilized as they should have, and no one reached out like they said they would.

After reflecting on this experience, here’s what I’ve learned and wished my employer did:

Trust: Trust is earned, not given as the adage goes. But for an employee living with bipolar disorder, trust is given before it is earned. I made the choice to trust my employer (and my entire team) by opening up about my mental health and battles – I had to. And while not everyone may be prepared to open up about what they’re dealing with internally, it can help.

Doing this tells people that you’re asking for help and are making yourself ready to receive it. It signifies your willingness to allow others inside. This can be beneficial to you as it helps your team members become better at recognizing warning signs and understand when to check in to see if you need help. My recommendation here to anyone working with someone who has a mental disorder: Listen if we choose to open up, don’t be dismissive of our efforts, and trust us when we ask to carry more for the team.

 

Don’t assume: Someone opening up about a diagnosis can’t expect everyone at work to have a background in psychology or psychiatry and to understand when comments like “I like this new manic you” are harmful and dismissive.

Not everyone is going to be interested in researching and learning how best to help a team member who is dealing with a mental health disorder. So, don’t assume that they know.

What would have helped me and maybe changed my situation would have been to be more honest and direct about my specific needs upfront. For employers, try to also understand our needs and limits with stress. Ask your employees directly what they need from you in order to make them feel more comfortable. Another way of tackling this would be to ask your employee about some of the coping strategies they are learning in group therapy sessions. If you know your employee is going to group therapy, if you feel comfortable with it, check in with them and encourage them to keep up with those sessions. When assigning unique projects or extra tasks, it’s also helpful to explain what you are asking and offer employees the best ways to achieve it.

 

Ask for and give reasonable accommodations: In my case, I eventually learned that taking time off was not an ‘attack on my identity’ as I had previously felt. I learned to accept it as part of living with bipolar disorder and know when to ask for it. Pushing for myself was empowering and was the best thing that could happen in that given moment.

So, if you’re someone who struggles with bipolar or other depressive mental health disorders, the best thing you can do to help yourself, while building courage and confidence, is to speak up and be your own advocate. Ask for accommodations.

For employers with a team member struggling with a mental disorder, when it comes to giving that team member time to themselves, it should never be a fight or argument. Change the schedule, do what you can to make accommodations, and support someone who needs time away for treatment.

 

Give helpful feedback: In my experience, my previous employer either avoided giving me feedback completely or made dismissive comments like, “I don’t know what the hell happened…”, followed by something positive. Like many others who suffer from bipolar disorder, ineffective and unclear communication can easily lead us to spiral from misinterpreting details and having self-doubt.

I would have benefitted from receiving clear and specific feedback, whether that was immediately after a mistake or as a conversation during team lunch. This small amount of open dialogue could have allowed us as a team to resolve conflicts, improve teamwork, help me build my self-esteem, and improve my performance.

 

Show appreciation and have open dialogues: What is equally important for employers to do is to let us know that you are paying attention to and appreciate our efforts, regardless of how small or large of a task we complete. In a warehouse, things are extremely routine, but it doesn’t take a lot to thank someone for trying.

A few small words and gestures could have been really helpful in breaking me out of a depressive funk or a manic episode and can certainly help someone else in the future.

 

Practice mindfulness: At this moment, let’s check in with our emotions. In Dialectical Behavioral Therapy (DBT Therapy), some of the questions they ask are about checking in with your emotions and your thoughts. Are you in control of your thoughts or are they in control of you? Are we still in touch with our emotions? Perhaps we are cross at ourselves for playing the victim to our mind’s frustrations?

When it comes to mental disorders, employers need to be more understanding of what their employees are going through. However, we as individuals should also be able to look inwards and see what we are feeling. Core mindfulness is a skill to develop no matter what position you work in or what you’re dealing with. Mindfulness teaches awareness of thoughts and feelings, the focus on the here and now.

From my experience, learning to control my thoughts and emotions is an effective way of dealing with my bipolar disorder. While it took time to discover, I learned that my mindfulness practice was running around the warehouse and moving. This allowed thoughts to flow in and out of my mind without having to give them any power over me. Knowing this made me feel stronger and clearer. Finding a mindfulness practice to help you cope takes time and experimenting – so try different things and figure out what works for you.

 

Ask for help: If you’re struggling with a mental disorder at work, there is nothing wrong with asking for help. That help may look differently for everyone, be it talk therapy, telling a co-worker, or taking time off. Either way, sometimes the best way to help yourself is to start asking for help. If you’re someone who has a co-worker struggling with a mental disorder, pay attention and reach out to them if they need help.

While I’m still learning to navigate my bipolar disorder, this experience has taught me (and hopefully others) some helpful lessons. I have learned to manage it better and am continuing to advance in my career path.

My hope is that companies make a more concerted effort to improve their training on mental health disorders in the workplace. I also hope that by sharing my story, I can help others with bipolar disorder to excel at work.

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Opinion Editorials

How to ask your manager for better work equipment

(EDITORIAL) Old computer slowing you down? Does it make a simple job harder? Here’s how to make a case to your manager for new equipment to improve your productivity.

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better equipment, better work

What is an employee to do when the work equipment bites.

Let’s be frank, working on old, crappy computers with inefficient applications can make the easiest tasks a chore. Yet, what do you do? You know you need better equipment to do your job efficiently, but how to ask the boss without looking like a whiner who wants to blow the department budget.

In her “Ask A Manager” column, Alison Green says an employee should ask for better equipment if it is needed. For example, the employee in her column has to attend meetings, but has no laptop and has to take a ton of notes and then transcribe them. Green says, it’s important to make the case for the benefits of having newer or updated equipment.

The key is showing a ROI. If you know a specific computer would be a decent upgrade, give your supervisor the specific model and cost, along with the expected outcomes.

In addition, it may be worth talking to someone from the IT department to see what options might be available – if you’re in a larger company.

IT professionals who commented on Green’s column made a few suggestions. Often because organizations have contracts with specific computer companies or suppliers, talking with IT about what is needed to get the job done and what options are available might make it easier to ask a manager, by saying, “I need a new computer and IT says there are a few options. Here are my three preferences.” A boss is more likely to be receptive and discuss options.

If the budget doesn’t allow for brand new equipment, there might be the option to upgrade the RAM, for example. In a “Workplace” discussion on StackExchange.com an employee explained the boss thinks if you keep a computer clean – no added applications – and maintained it will perform for years. Respondents said, it’s important to make clear the cost-benefit of purchasing updated equipment. Completing a ROI analysis to show how much more efficiently with the work be done may also be useful. Also, explaining to a boss how much might be saved in repair costs could also help an employee get the point across.

Managers may want to take note because, according to results of a Gallup survey, when employees are asked to meet a goal but not given the necessary equipment, credibility is lost.

Gallup says that workgroups that have the most effectively managed materials and equipment tend to have better customer engagement, higher productivity, better safety records and employees that are less likely to jump ship than their peers.

And, no surprise, if a boss presents equipment and says: “Here’s what you get. Deal with it,” employees are less likely to be engaged and pleased than those employees who have a supervisor who provides some improvements and goes to bat to get better equipment when needed.

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Opinion Editorials

Gift keepsakes to family and friends using Google PhotoScan

(OP/ED) Coming up with gift ideas for those that are more difficult to buy for is a stressor. Try Google PhotoScan to gift memories this year!

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Google PhotoScan

Every year when the holidays roll around, I’m posed with the same issue – coming up with a good gift idea for my dad. He’s one of those people who gives great gifts but is very difficult to buy for, so I always feel a gift-giving disparity.

In typical parent fashion, when you ask what he wants he just says “nothing” or “quality time with you.” The latter is great and all, but I can’t say that my presence is always that exciting.

This has forced me to come up with more creative ideas which wind up being more meaningful gifts. So, I guess all is well that ends well.

This year, my plan is to scan boxes and albums of old family photos and put the scans on a thumbdrive so that my dad can save them to his computer. Being that I don’t currently have my printer/scanner in working condition, I had to look into alternatives.

In the past, I had tried Cam Scanner. This was fine for saving images of physical copies of signed documents, but it wasn’t so different from taking a picture of the document with a phone’s camera. There were still shadows and glares.

I decided to try Google’s PhotoScan and, from my first attempt, I knew this would be the winner.

First off, it’s free to use so that’s a wonderful start in my book. And, it’s intuitive and user-friendly.

The way that it works is that you hold the phone over the photo as if you were going to take a regular photo of it. The app turns on a flash so that it illuminates the photo while running the scan. After taking an overall scan, circles pop up in the four corners of the photo. You move the camera to align with the circles as it scans each corner of the image.

With the five different scans, the PhotoScan app pools together one scan that is basically a digital version of the physical photo. Even if you’re in bad lighting or have the photo sitting on a dark table or carpet, it eliminates the glare and shadows and doesn’t factor in the background.

All of this and it automatically saves my photos to not only my iPhone’s camera roll but also to my Google Photos account.

I’m excited to continue working on this project and can’t wait to share it with my dad. My next plan is to use PhotoScan to scan cards and other paper items that take up space!

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