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When Tomomi Smith points out that Ray White's youngest corporate employee was born after she'd already been with the company for two years, she laughs at the perspective it gives her.
That perspective translates to a deep institutional knowledge that's become Ray White's secret weapon in an industry famous for revolving doors.
In an era where the average Australian changes jobs every 3.3 years, Tomomi's 20-year journey from international corporate professional to strategic problem-solver offers a case study in what happens when company culture aligns with professional growth. Her story illustrates the deliberate cultivation of expertise that transforms both careers and organisations.
From hierarchy to humanity
Having spent years navigating the rigid hierarchies of corporate Japan and Citibank - places where procedures ruled and personal connection was rare, the transition to Ray White's accessible family-built culture represents more than a career change - it was a professional awakening.
The corporate team she joined twenty years ago counted just over 100 employees, a fraction of today's 400-strong team. "When I came from structured corporate environments with established procedures, this organisation was flexible," she recalls.
The moment that crystallised this difference remains vivid: "When I worked in Japan, the chairman would bow in greeting but not remember my name. Within a couple of months at Ray White, Brian (White) called me by my name, which amazed me."
It's a small moment that not only is cited as Tomomi’s proudest (still to this day!), but also illuminates fundamental business philosophy. In an industry built on relationships, authentic personal connection starts from the top.
Chairman Brian White puts it best in his response to Tomomi’s touching account; “I always get a thrill when I hear people say they belong to our family - we consider ourselves fortunate to have the responsibility that comes with that trust. It is a wonderful feeling.”
Building a career, not just a job
Ask Tomomi about her professional growth, and she immediately credits Andrew Jamson (AJ), the White Family Office CFO who became both mentor and champion. "If it wasn't for AJ, I may not still be here," she says with genuine gratitude.
"Andrew gave me different tasks, lots of delegation, and I learned from there." What began as executive support evolved into strategic project management; corporate travel coordination became logistics leadership, administrative tasks transformed into complex problem-solving.
Her personal philosophy captures the mindset that's kept her energised for two decades: "Every day is a school day. It's good for my brain to keep working."
The appreciation felt for AJ's leadership style runs deep. "He assists people in a genuine way," she observes. "If someone considered leaving, he would work to bring them back or help them find opportunities in different divisions to grow." It's the kind of thoughtful people management that keeps talent engaged rather than just employed.
Andrew’s account of what Tomomi represents after two decades of collaboration exactly encompasses her spirit and unique value:
“Tomomi’s instincts are truly exceptional. She knows when to handle things independently and importantly when it is best to get others involved. This is a skill so many people do not possess. She does it all with a quiet resolve and absolute integrity; however she won’t back off when she knows something is not correct.
Her institutional knowledge - knowing where all the “crown jewels” sit across the group - is just invaluable to me, the family, and the group businesses.
She is one of a kind!”
The 40% solution
Tomomi has a refreshingly straightforward approach to challenges: "I just make it happen." It's not corporate bluster - it's a lived philosophy that's produced some impressive results.
Take her standout achievement: negotiating a 40 per cent reduction in Ray White's professional indemnity insurance. This “multi-year educational campaign” constituted a sophisticated strategy that required patience, persistence, and deep market understanding.
"It took a couple of years of collaboration for the insurance companies to fully understand who we are, what we do, our franchise structure and our role," Tomomi explains. "We needed to educate them about our business model because while our name is well-known internationally and in Australia, they didn't initially understand our comprehensive business structure."
The patient, methodical approach paid off handsomely. More than just saving money, the process demonstrated something valuable: the kind of deep institutional knowledge that develops over decades, not quarters. Understanding both Ray White's complexity and how to translate that complexity for external stakeholders, Tomomi shows exactly the kind of expertise you can't hire from outside.
120 years of getting it right
Thinking deeply about what makes Ray White work after 120 years in business, Tomomi pinpoints it. "The family philosophy is central to our culture," she explains, "and it reinforces our belief that we don't need to be publicly listed to be successful."
That independence shows up in countless ways: long-term thinking over quarterly pressures, relationship building over transaction counting. "There's tremendous integrity in the leadership," she says warmly, describing experiences that shaped her understanding of authentic leadership.
The proof is in the staying power of Ray White's people. Tomomi rattles off the impressive tenure statistics with obvious pride: Jacquie Laing with over 33 years of service, Keith Ashkettle and Rebecca Everingham celebrating their own 20-year milestones recently. "We have so many long-tenure staff members," she notes. "This really indicates we're doing something right."
Why people stay
The secret to Ray White's staying power? Tomomi sees it as fundamentally human. "The White family treats our staff and franchisees like family. Their caring approach makes our corporate and network members want to commit their best efforts. It's truly reciprocal. When they invest in us, we naturally want to give back."
It's a simple formula, but one that's apparently rare enough to create real competitive advantage.
The foundation builder's blueprint
Tomomi’s twenty-year journey offers a blueprint for sustainable career development in a rapidly changing world of work. Her evolution from administrative support to strategic advisor reflects Ray White's ability to cultivate expertise from within - a competitive advantage that can't be acquired through external hiring alone.
As she reflects with characteristic warmth: "I love people." After twenty years of contributing to Ray White's growth from startup agility to corporate capability, it's clear her colleagues and the organisation share that sentiment.
In a business built on relationships, Tomomi has become the trusted professional who makes other relationships possible - one solved challenge, one successful project, one satisfied team member at a time.
Concluding the interview, we capture both her humility and quiet satisfaction: "I'd be proud to share stories about this remarkable organisation with my grandchildren in the future. 20 years in, I just can't help but think, to have had this opportunity, 'lucky me."
The feeling, clearly, is mutual.
