Everyone on stage runs a major company. So does everyone in the room. No vision decks. No talking points. Just what's working, what's broken, and what's coming.

The market has changed. The question is whether your business model has. We will move beyond headlines and rate forecasts to the harder conversation every CEO needs to have. Which headwinds are here to stay? What assumptions about a return to "normal" should you stop making? If transaction volume stays below historical averages for five more years, is your business model built to survive it, or built for a market that no longer exists? And where are the pockets of growth your competitors haven't found yet? Ali Wolf gives us a clear-eyed read on the structural forces reshaping the market and separates what's temporary from what's permanent.

NAR is entering a new chapter, and the CEOs in this room have a direct stake in how it unfolds. Nykia Wright and Kevin Brown sit down for an open conversation with the industry's operators. Where is the industry headed, and what role is the association playing? Learn how they're partnering with leadership across the industry, and what CEOs can expect and ask for from NAR in the years ahead. Bring your questions.

Small, curated groups. One topic. No stage, no slides. Each table tackles a single issue CEOs are actually wrestling with right now — with a peer host to keep it moving and a Chatham House rule to keep it honest.

You've approved the budget. You've heard the pitch. But can you actually measure what your AI investment is doing to margin, speed, or agent productivity? John Berkowitz built a mortgage company around technology that has to perform at the transaction level. James Dwiggins has been stress-testing proptech promises long enough to know which ones hold up — and which quietly collapse. Summer Goralik sees what happens after the contract is signed: the compliance exposure, the liability, the corners that got cut. Every CEO in this room is making technology bets right now. This session is about making better ones.

Four chairs in the middle of the room. One is always open. We start with a small group talking honestly about the parts of the job no one prepares you for: the burnout you can't admit to, the decision fatigue that erodes your judgment, the ego that got you here and the ego that's now in the way, the succession plan you keep meaning to finalize, and the gap between the culture you say you have and the one your people actually live. When you have something to add, take the open seat. No script, no panel, no talking points.