Questions,
Answered.

Moore Closing Power is a real estate transaction coordination and infrastructure firm built for production-driven agents, teams, and brokerages. We operate through the Moore Closing Method™ to deliver structured, consistent transaction management across every file and every stage of the process.

Most transaction coordinators operate independently, which can create delays when volume increases. Moore Closing Power operates as a structured firm with team oversight, automation, and documented processes. Every file follows our six-pillar system, creating consistency, accountability, and operational support without relying on a single person.

We support buyer-side, seller-side, dual agency, and new construction transactions. We also offer listing coordination and additional support services.

Yes. Our primary market is the Atlanta metro and surrounding Georgia areas, but we do service clients nationwide.

MCP offers both per-file support and monthly memberships to fit different transaction needs. Clients can choose the Flex per-file option for varied volume or select a Growth, Scale, or Enterprise membership for ongoing monthly transaction support as their business grows.

If monthly volume exceeds your selected tier, additional files may be billed at your overflow rate or moved into the next cycle. View full details on our pricing page.

The Flex Tier is available as a per-file option for overflow or occasional transaction support. If you consistently handle only a few files each month, Flex is likely the best fit. For higher ongoing volume, a monthly membership may be more suitable.

Our team operates Monday through Friday from 9:00 AM to 5:00 PM, aligned with standard lender and title company hours. You can expect prompt communication during business hours, and messages received after hours will be answered the next business day. Before weekends, we provide updates on all active transactions to keep agents fully informed.

Our onboarding process is simple and streamlined: Complete our Partnership Inquiry Form, have an Alignment Call, Complete our Onboarding Form, Have an Onboarding Call, Submit your First File, then Scale. Most clients are fully onboarded and ready to submit their first file within a week.

We manage the entire process from executed contract to closing, including document review, deadline tracking, coordination with title and lenders, proactive status updates, and compliance review. You focus on production, we handle the file.

Yes. FMLS and GAMLS compliance is built into our standard process for every applicable file and is included in our core service, not offered as an add-on.

Approximately 90% of our clients pass the fee through to their clients.

We offer several flexible options designed around the way you close:

Preferred method — Collected at closing:
We handle the coordination and ensure our fee is reflected on your CDA. From there, two paths:
• Deducting our fee directly from your commission at closing.
• Processing through escrow as a transaction fee (separate from your commission), with proper disclosure to all parties — no out-of-pocket cost to you.

Direct payment options:
• Mail a certified check payable to Moore Closing Power LLC.
• Pay online via ACH (bank transfer) or credit or debit card.

Due dates:
• Contract-to-close services: due at closing.
• Monthly memberships: billed at the beginning of each month.
• Add-on services: invoiced within 24 hours.

The difference is structure and what it costs to maintain.

An in-house TC or assistant brings overhead like salary, benefits, training, and management, along with the risk of a single point of failure when they are unavailable but your transactions still have deadlines. You are not just hiring help, you are taking on the full responsibility of that role.

Moore Closing Power operates differently as a structured team, not a single person. You gain access to an entire system where files continue moving even when individual team members are unavailable without the overhead cost. That continuity is intentional and built into how we operate.

Our founders are also licensed real estate professionals, including one owner with an active Georgia Associate Broker’s license. We understand contracts, compliance, and transaction risk from firsthand experience, not just coordination.

For you, this typically means 10 to 20 hours returned per transaction. Time no longer spent on document collection, deadline tracking, follow-ups, and file management, and instead redirected back into lead generation, client relationships, and revenue-producing activity.

Your time has a real cost. We help you reclaim it.

This depends on where your time is currently going. If a significant portion of each week is spent on deadline tracking, status updates, and document chasing rather than client acquisition or client care, a transaction coordinator addresses that directly. The relevant question is not whether you are capable of managing the paperwork. Most agents are. It is whether that time is better spent generating and servicing business, and whether the client experience is being protected in the process.

The fee should be weighed against the time recovered and the business generated with that time. One additional closing per quarter typically covers the cost of coordination for that period. The comparison that matters is the coordination fee against the value of the hours it replaces and the consistency it adds to how clients experience your service, not the fee in isolation.

Rates vary by market, volume, and service scope, so cost should be evaluated alongside what is actually included. Some transaction coordinators handle paperwork and status updates only. Others manage the full file with built-in accountability, including vendor and third-party coordination, deadline tracking, and proactive client communication throughout, rather than updates only when something is asked. Scope should be confirmed before comparing pricing, since a lower rate that covers less accountability is not necessarily the better value. See our pricing page for Moore Closing Power's current rates and packages.

This depends on the source of the workload, not the transaction count. Some agents manage 2 to 3 transactions a month without difficulty, particularly with established systems and standardized contracts. For others, that same volume consumes disproportionate time and displaces prospecting, and client communication becomes reactive rather than proactive as a result. The relevant measure is whether coordination work is limiting business development or client experience, not the number of active files.

Scope varies significantly by provider, which is a common source of mismatched expectations. At minimum, a transaction coordinator should manage deadline tracking and document completion. A more complete service also includes coordination with title, lenders, inspectors, and other parties, along with proactive client communication rather than updates only on request. Moore Closing Power operates on a standardized system built around accountability. Every file follows the same documented process regardless of volume, with proactive communication built in and a 24/7 dashboard giving both the agent and the client live visibility into where a file stands. Advising clients, negotiating, and managing the client relationship remain the agent's responsibility in all cases.

This is largely a function of how the introduction is handled and how consistent the experience is afterward. Including the transaction coordinator on a shared communication thread with the client from the outset, rather than introducing them mid-transaction, sets the expectation that they are part of the team. Proactive, standardized communication, rather than updates only when a client asks, is what actually determines whether the handoff feels like a downgrade or an upgrade. Clients generally prioritize timely, accurate responses and clear visibility into their transaction over who is providing them.

Each option carries different tradeoffs. An independent transaction coordinator is typically lower-cost and flexible, but service quality, availability, and consistency depend on a single individual with no standardized system behind them. A full-time assistant requires a larger commitment in salary, training, and management, in exchange for more direct oversight. A virtual assistant is often the lowest-cost option but generally requires more oversight due to limited real estate-specific expertise. A firm built on documented, standardized processes, like Moore Closing Power's model, addresses the consistency and accountability gap that comes with relying on any single individual. The right choice depends on transaction volume and the level of oversight an agent is able to provide.

There is no fixed figure, since the outcome depends on what was previously limiting production. If administrative work was consuming time that would otherwise go toward lead generation and client-facing activity, removing that constraint typically increases capacity. A standardized system with built-in accountability also reduces the risk of dropped tasks or missed deadlines that can otherwise cost an agent a deal or a referral. If the limiting factor is lead flow or conversion rather than administrative bandwidth, a transaction coordinator will not resolve that separately.

Yes. A transaction coordinator manages execution and coordination, not legal advice or negotiation. Agents should understand their contracts well enough to advise clients and intervene if unusual circumstances arise. Accountability for the file's progress can sit with a standardized system and dashboard visibility, but responsibility for client advice and negotiation remains with the agent regardless of whether a transaction coordinator is engaged.