Drew and Jonathan Scott have transformed their twin bond into a multi-hundred-million-dollar entertainment and lifestyle empire that spans television production, retail partnerships, and real estate ventures. The identical siblings have mastered the art of collaborative business ownership while navigating the complexities of shared financial responsibilities across multiple revenue streams.
The HGTV stars have built Scott Brothers Global into a comprehensive enterprise that extends far beyond their flagship television shows. Their business model demonstrates how family partnerships can thrive when roles are clearly defined and mutual respect guides decision-making processes.
According to Variety, the brothers are approaching more than $2 billion in retail sales across their product lines, while USA Today reports their products had generated more than $3 billion in retail sales as of early 2025.
The twins have developed a systematic approach to managing their diverse business interests, from television production through Scott Brothers Entertainment to their extensive retail partnerships with major chains like Home Depot, Lowe’s, and Macy’s. Their method involves a strategic division of labor that leverages each brother’s individual strengths while maintaining a unified brand identity.
They have both opened up about how they handle money matters and work through disagreements that naturally arise when in business with family. Their honest discussions about these everyday challenges show what really happens behind the scenes of their partnership.
Television Work and Compensation Differences
The brothers addressed questions about their financial arrangements during an appearance on Andy Cohen’s SiriusXM show in July. They revealed some interesting disparities in their television work. “I used to film three times more than Drew because he would be there in the beginning, and then he would come back at the end of an episode, and I was there doing the work,” Jonathan explained.
This led to a direct conversation about compensation. “I remember after doing this for 10 years, because we’ve been on the air now for over 15 years, I remember I finally said to Drew, I’m like, ‘Should I maybe get paid three times what you get paid?’ And he’s like, ‘You’re never allowed to bring this up again ever,'” Jonathan shared.
Drew provided context on their behind-the-scenes contributions. He noted that both brothers handle construction work off-camera and hold professional licenses in their respective fields. He emphasized that “there’s a lot outside of what people see on the shows.”
Their approach to handling business disagreements reflects lessons learned from their early partnership challenges. According to the Wall Street Journal, the brothers had to learn to “air their grievances swiftly and trust each other’s strengths” during their house-flipping days. “There’s always more than one right way to do something,” Jonathan observed about their collaborative process.
The twins have also established clear boundaries for their partnership discussions. They faced a significant test early in their career. Drew had temporarily left their real estate business to pursue acting in Vancouver. Jonathan chose to support Drew’s decision rather than pressure him to stay, recognizing that resentment would damage both their business and personal relationship.
Their production approach has evolved to better balance workload and quality of life. Speaking to Variety in 2022, Jonathan noted that early in their television career, “there were years I had only six days off filming all year, and I started getting sick.” They responded by implementing a more efficient block-shooting model that most home design shows now use.
The brothers’ commitment to fair treatment extends beyond their own partnership. Jonathan highlighted their workplace philosophy: “You know how some producers yell at their crews? You’ll never find that on our shows, because there’s no need for it. Everyone’s working their butts off to make something.”
Strategic Business Division and Shared Ownership
The Scott brothers have developed a sophisticated system for managing their diverse business interests through strategic role distribution. Drew focuses more closely on the development and production of television series, while Jonathan concentrates on product development and design initiatives.
“We divide and conquer everything in the company,” Jonathan told Variety, describing their systematic approach to business management. This division allows each brother to leverage his individual expertise while contributing to their shared success.
Their production company, Scott Brothers Entertainment, was reportedly managing 13 unscripted television series as of 2022. The brothers maintain full ownership of their business empire. This includes exclusive rights to their signature Property Brothers television brand. They secured it through strategic negotiations early in their television careers.
“It was so important for us to take it in-house and figure out our growth strategy,” Drew explained to the outlet.
The brothers’ retail empire spans multiple product categories and partnerships. The company has created more than 12,000 unique products through various licensing partnerships since 2015. Their Scott Living and Drew & Jonathan Home brands feature everything from furniture and mattresses to wallpaper and electronic accessories.
Their partnership philosophy extends beyond financial considerations to encompass shared values and long-term vision. “At some point in the future, some aspects of our business will be partnering with the right people to help things continue to grow,” Drew said. “But it’s been exciting for us to be able to be the ones to hold the control, to be able to make the decisions, because at the end of the day, I trust Jonathan through and through.”
The brothers have also established clear criteria for business partnerships and employee relationships. Drew explained their approach to Entrepreneur in 2019: “We’ll always be honest with each other. And we also agreed that we’re never going to work with a–holes. We call it the ‘No B.S.’ policy. If you’re not a good person, I don’t want to work with you.”
