In an industry increasingly driven by speed and automation, Judi O’Dea is a reminder that some things in real estate haven’t changed – and perhaps shouldn’t.
Now hitting 70, Judi, who is a Ray White Chairman’s Elite Performer, has spent close to two decades as a high-performing sales agent in Brisbane’s inner west, selling around 70 homes a year and leading a team of four.
She still works Sundays. She still answers every call herself. And she still insists that success comes down to this one thing: listening and people.
“Sometimes there is dead silence in the office apart from me on the phone all the time because they’re texting and communicating in a very different way now. But I don’t work that way.”
Judi came to real estate late, starting at the age of 48, following a long career in fashion and retail.
She had survived a stroke, and her business was creative but financially unrewarding.
She recalls sitting on the back steps of her modest home, confronting the possibility that her skills and strengths might go unused.
“If I go to my grave and I waste these talents, I’ll never forgive myself.”
That moment became a line in the sand.
She joined the real estate industry with no training, no existing database, and no illusions about how difficult it would be.
What she did have was sales acumen, confidence in her instincts, and the determination to build something real.
What she learned quickly, though, was that real estate wasn’t just another form of selling.
“At 48 I had to learn, what I would say, is a whole new language… which is the real estate world,” she said.
“And you’re almost a lawyer … you’re dealing with contracts and trying not to get sued.”
Beyond learning contracts, legislation, auction process and negotiation, Judi credits her first boss with the most valuable lesson of all: “You’ve got two ears and one mouth; use them in that ratio.”
It became her north star. Listening, she says, is the foundation of everything.
It’s not just about hearing someone’s price expectations, it’s about understanding why they’re selling, what’s holding them back, and what they’re not saying.
She’s handled countless listings involving grief, divorce, or financial stress, and in every case, the path to a successful outcome has started with curiosity, patience and restraint.
She says she doesn’t aim to be anyone’s friend – but she does aim to understand their situation well enough to advise without guessing.
“I’m very sympathetic. I’m giving away some of my secrets here… You just have to have empathy with people. They’ll tell you everything. Listen, listen. You know, two ears, one mouth.”
That requires time and trust. And trust, she believes, doesn’t get built through SMS.
“Tone tells you things text never will,” she says.
“Hesitation, urgency, uncertainty – you can’t read that in a message.”
Despite her longevity in the industry, she’s the first to admit she hasn’t always done everything right.
In the early years, she was prone to micromanaging, overseeing every detail of every deal, and sometimes stifling the growth of those around her.
It was only through experience, and a few honest conversations with her long-time colleague and her daughter (both of whom now work with her), that she learned to loosen the reins.
Judi now believes that loyalty from team members is earned through proper training, autonomy, and a willingness to let people take responsibility.
That approach has helped her retain a core team over many years, in a profession where turnover is high and stability is rare.
It has also helped her identify when it’s time to move someone on, not because they failed, but because they outgrew the role and needed space to thrive.
Much of her work today is shaped by the same principles she held at the beginning, refined by repetition.
She insists on strong preparation and uses stylists and marketing teams to elevate each listing, and still scripts and records her own property videos.
Perhaps her most quoted line with buyers is one she’s repeated for years: “You never pay too much. You just pay too soon.”
It’s a phrase she uses to reframe buyer hesitation.
In a rising market, she argues, people waste precious time debating over increments, only to discover a year later that the property they passed on is now out of reach.
When she contacts clients years down the track to reappraise their homes, they often remind her of the line, and acknowledge she was right.
“If you can afford it, buy it,” she says. “Sitting on the fence costs more in the long run.”
It’s not just practical advice – it’s a mindset shift.
Judi is also a vocal supporter of women in the profession and has worked closely with Ray White’s Leading Ladies initiative to encourage more women, particularly those starting later in life, to see real estate as a viable and equal career.
She also believes that maturity is an asset. “You can’t fake life experience,” she says.
“People want to deal with someone who knows what’s at stake.”
What she doesn’t support is the romanticisation of the client-agent relationship.
“You’re not there to be anyone’s buddy,” she says.
“Especially in emotionally charged situations like divorces, people will drain you if you let them. You have to set boundaries. You are there to be their professional advice, not their outlet.”
That clarity has protected her energy over the years, especially as she built her reputation in tightly held markets like Paddington, where repeat business and word of mouth now account for most of her listings.
She jokes that people call her the “Mayor of Paddington,” although she freely admits to being terrible at facial recognition.
Her workaround? When handing over settlement gifts, she tells clients to always mention their address if they see her in public.
“That way I’ll know immediately who you are,” she says.
“It works. People come up to me and say, ‘Judi, I’m number 23 Ingham Terrace,’ and then it all clicks.”
Judi may be a septuagenarian, but she is not even close to contemplating slowing down or retirement.
In fact, she says, she can’t imagine doing anything else.
“Work is my happy place,” she says. “Every house is different, every situation is different, and you never stop learning.”
Her continued presence in the field is not an act of nostalgia, but one of relevance.
She continues to adapt where it makes sense and holds firm where it doesn’t.
She is not trying to emulate the trends of younger agents—nor does she believe they should emulate her.
But the fundamentals, she argues, are universal: listen, prepare, care – but don’t carry.
And above all, stay human in a business that risks becoming transactional.
And her most enduring advice remains the simplest: “Pick up the phone.”
