Effective leadership can make the difference between success and stagnation in an industry as competitive as real estate. Don Kottick, president and CEO of Sotheby’s Canada, has consistently demonstrated the ability to inspire, innovate, and adapt. 

 

“Some of the best lessons in business have come from the worst leaders,”- Don Kottick

 

For Kottick, the cornerstone of leadership is assembling the right team. Reflecting on his experience leading at Sotheby’s, Royal LePage, Johnston & Daniel, Peerage Realty Partners, Right At Home Realty and the Real Estate Institute of Canada (REIC), he emphasizes the importance of trusting your instincts when making hiring decisions. “Your intuition knows,” he says, recounting key hires that transformed teams and drove exceptional results. 

The principle of “getting the right people on the bus,” inspired by Jim Collins’ Good to Great, has been a guiding philosophy throughout his career. Associated with this first principle is the second of “hire slow and fire fast, if they are not the correct individual for the role”.

Beyond hiring, fostering a culture of excellence is paramount. Kottick believes in setting high standards for professionalism and development. “Trust, transparency, and collaboration are crucial to any organization’s success,” he notes. 

He champions open communication and encourages feedback from all stakeholders to stay attuned to the market’s evolving needs and nuances.  Kottick shares, “Some of the best lessons in business have come from the worst leaders, especially those leaders that espouse values that they fail to deliver on.”  

 

Elevating brands to new heights

 

Kottick’s tenure as president at Right at Home Realty demonstrated his focus on branding as a critical component of leadership. Recognizing the need to elevate the brokerage’s reputation in its early days, he worked to position it as a credible and appealing destination for real estate professionals. 

By recruiting and developing a new management team and restructuring the organization, he substantially increased the company’s market share and propelled it to the top brokerage position in the Greater Toronto Area by transaction units. 

Under his leadership, the company improved its national ranking in Canada within two years even though it was a regional player. This focus on branding wasn’t just about perception—it was tied to measurable outcomes that resulted in substantive growth.

 

“Technology should be a competitive differentiator, not a patchwork of disjointed solutions,” – Don Kottick

 

As the real estate industry increasingly intersects with technology, Kottick has been a vocal advocate for thoughtful innovation. At various organizations, he spearheaded the integration of proptech designed to streamline operations and enhance client engagement. 

From virtual tours in the early days of the internet to advanced marketing dashboards, his focus has always been on creating tools that provide real value rather than adopting a scattershot approach.   

As a former director of the Canadian Real Estate Association, he was the leading advocate for more investment in the development and promotion of Realtor.ca in order to combat competition from the USA.

“Technology should be a competitive differentiator, not a patchwork of disjointed solutions,” he explains. This principle has guided his leadership, ensuring that agents have access to resources that empower them to deliver extraordinary client experiences.

 

Navigating change

 

The real estate market is no stranger to upheaval, and Kottick has faced his share of challenges. From economic fluctuations to regulatory shifts, he has led teams through periods of uncertainty by prioritizing adaptability and resilience. “The industry has become more competitive, with a clear flight to quality,” he observes. “Realtors and brokerages that can’t offer measurable advantages are being sidelined.”

To navigate this landscape, Kottick underscores the importance of continuous learning and innovation. Whether introducing new training programs or leveraging emerging technologies, he has consistently championed strategies that prepare teams and Realtors for the future. One such example was bringing the Ninja Selling philosophy and methodology into the culture at Sotheby’s Canada which he says translated in serious productivity improvements. 

 

A vision for the future

 

Looking ahead, Kottick predicts a leaner, more competitive industry In Canada. He sees a future where only those who combine exceptional service, cutting-edge tools, and a commitment to excellence will survive and thrive. 

For aspiring Realtors and brokers, his advice is clear: focus on building relationships, embrace lifelong learning and align yourself with organizations that support your growth and have a strong international brand and presence.

Under Kottick’s leadership at various organizations, the numbers speak for themselves. whether at Johnston & Daniel, Royal LePage, Right at Home or Sotheby’s Canada, he led the teams that drove significant growth. 

More recently at Sotheby’s International Realty Canada, sales volume increased from $4-billion to $10-billion, and the agent population nearly doubled with Kottick at the helm. These results highlight his ability to develop and transform businesses, enhance their market presence, and create lasting equity value for the organizations.

Kottick’s leadership journey offers a blueprint for managerial success in real estate. By prioritizing people, leveraging technology wisely, and remaining adaptable in the face of change, he has not only navigated the complexities of the industry but has also inspired those around him to reach new heights. 

For those focused on building their careers, his approach serves as a powerful reminder that great leadership starts with a commitment to excellence and brand.

“Pain is a good teacher … The silver lining is we don’t have any drama.”

This is what Ravi Singh, team leader of Connexus Group at Re/Max (Connexus), had to say about the fallout of his third major health scare since 2006. After he dealt with a colectomy, cancer, gallbladder removal, degenerative liver disease and 13 emergency room visits in a year, Singh’s team quickly learned what matters and has been extremely motivated to achieve greatness—both for themselves and their leader.

“They work really hard. Our numbers are up 27 per cent (in 2024 from 2023),” Singh notes. “They showed up when (I) needed them.”

He feels that anyone can be successful anywhere but, “Sometimes you want to have somebody to high five. You want to feel like these are my people (and) I can’t wait to share good or bad news.”

Indeed, Connexus saw $1.8 million in gross commissions last year. Of course, this and the rest of their success—including consecutive Re/Max Platinum and Diamond Team awards since 2016—result from very intentional efforts.

 

Habits, rituals and culture

 

Singh says the main things vital to his team’s success are the culture and core beliefs. “We work on an ‘all hands on deck, everyone wins’ philosophy,” he says.

Connexus agents start with the philosophy of contribution. “Giving starts the receiving process,” Singh says, and his team isn’t there for what’s in it for them. “They’re trying to figure out how to grow through giving. To really understand that is at the core of what we do.”

This “servant leadership” approach creates an optimal platform to understand agents and meet them where they’re at, ensuring their version of success is being navigated, not his. “I’m giving them the best possible platform in terms of tools, resources, mentorship, expertise and business best practices that I can to ensure that success.”

 

A balanced view of contribution and value plus quantity and scale

 

Singh notes that agents typically look at quantity and scale, while he looks at contribution and value.

He stresses how important both elements are to success and notes this is where the servant leadership philosophy comes in. “When we serve, the byproduct is kinship and money … It’s about how (we) can make an incredible contribution.”

 

Consistent processes and practices year-round

 

Singh holds two regular meetings that he says are crucial success factors, the first being a weekly “jam session.” There are two components to this.

First, the deals pipeline gives agents a “bird’s eye view and fly-on-the-wall perspective” of what others are working on, to learn through experience, something Singh notes is invaluable to all. The second component is a future focus on marketing initiatives that Singh breaks down into process and projects.

Process involves things like buyer and seller appointments, open houses, showings, offers and paperwork.

Projects are assessed to ensure the team is building a healthy pipeline that targets their ideal client or demographic: an “approachable baller” he describes as very well-rounded, with, say, two kids and a nice townhouse in a walkable, urban Toronto community. Recent projects centred around the holidays and included client gifting, events, drop-bys, annual comparative market analyses, real estate reviews and surveys.

The second regular meeting is a 10-minute agent huddle, where team members stay accountable by reviewing, answering and documenting three questions: What are you working on? What did you do? What is your immediate next step?

Singh also holds an annual offsite for yearly planning, and “all hands on deck challenges” about twice a year. These are proactive campaigns for lead generation with high-touch, one-to-one, personal client transactions. “Nobody leaves until it’s done. I give them what I call ‘rocks’ to call, (or) people and initiatives, like introducing the Re/Max Canada Housing Outlook report to 30 people daily.”

 

An open policy on financials

 

Singh feels his openness around financials sets his team apart. He says the open-book policy has created incredible transparency and trust, and he’s “very comfortable” with the company’s net operating income of 13.5 per cent because he’s being fair to his agents.

The team leader reports that in 2024, his team of seven earned about $1.8 million in gross commission from 83 transactions and 36 leases, growing by about 15 percent year-over-year.

 

Agent profile

 

Singh’s agents have been with him for years, some over a decade, and there’s next to no turnover. They’re very competitive, extroverted high-achievers but, “They have no organization,” he points out with a smile.

This is why Singh hires naturally organized staff who can support the agents with everything from coaching and mentorship, administrative support, listing preparation, database management and programming to increasing lead generation, prospecting or geographic farming and online leads.

Singh’s agents are team-oriented and coachable and don’t need the spotlight. He likens this to a band: “Each band member must play their part … My ideal agents want to succeed but not necessarily do all the parts—(just) be belly-to-belly with clients and thrive in the hot seat.”

Likewise, Singh is intentional about not putting himself in the spotlight. He explains that each team member is their own top producer and could thrive alone. “But the goal is not to create a revolving door of juniors,” he stresses.

 

Advice for agents

 

Connexus has a corporate charter with defined principles or beliefs, including being relevant, energetic and fun. Singh believes this last charter quality is paramount. “If you’re not having fun, why are you here? To shuffle through something you dislike? I don’t want that energy around me.”

He also tells anyone looking to improve to remember that success leaves clues and builds off of mentors, colleagues and models. “Don’t reinvent the wheel,” he advises.

Finally, to truly succeed, he says agents must define what success looks like for them, personally. For Singh, it means retiring on the Amalfi Coast surrounded by his grandkids and his team, looking back on 2023.

“I haven’t built a team, I’ve built a family.”

 

Photo: Connexus Group team

 

Aahil Matcheswala and Tracey Choy built their property management and investment business, Dongle Capital, from their home base in Kitchener-Waterloo. They started by renting out their basement’s single room on Airbnb to overseeing about 60 properties across the country.

The pair call themselves “the Airbnb experts,” with their bread and butter being helping residential owners manage their properties on a short-term rental basis. 

 

The service

 

“That basically includes everything,” says Choy. “Someone just has a home. They want to put it up for short-term rentals. They don’t know how. They don’t want to take care of it. They hire us and we’re going to help them, give advice on how to furnish it, make sure that it’s visually and operationally ready for a short-term rental.

Then we create the listing for them. We onboard it completely so we take care of all the guest communication, prepare them for check-in, check in with them during their stay and after they check out, assess for any damages and basically reset the whole property (for the next rental).”

 

The journey: ‘We didn’t have the real estate investment or business mindset whatsoever … it changed quickly’

 

The duo’s concept began at the end of 2020 when they bought their first home for $600,000 outside of Toronto after renting and working corporate jobs downtown in the city. They started by renting out a room in their new home on Airbnb. Despite having no prior experience, their first Airbnb brought in $5,000 a month, with expenses of just $2,900. This sparked an interest in property management, and soon friends and family were asking them to manage their properties.

“We didn’t have the real estate investment mindset or business mindset whatsoever, but when we saw that type of cash flow come in, it changed really quickly and we bought a second property and did the same thing basically,” recalls Choy. “One thing led to another and we were able to create a business out of it.”

 

Future growth on the horizon

 

Today, they own two properties and manage about 55 units with 75 per cent of them in Ontario and the rest in Nova Scotia and New Brunswick. The business is now generating about $500,000 annually in revenue.

Matcheswala and Choy see future growth on the horizon for the business, which is averaging about two units per month, between 20 and 25 for the year, Matcheswala notes.

 

Here’s what it takes

 

“You need really good people that you work with, our teammates. People that we hire, our team that helps us carry out all the property management tasks, and also other subcontractors like cleaners and property managers,” he points out.

Matcheswala explains their value-add and how they’ve kept a lean team is the fact they only have two virtual assistants and leverage technology in every business aspect.

“The first piece is your property management software. Hospitable plays a key role. It’s all reactive stuff because you can’t really control everything and people are going to ask you questions,” he explains. On top of the scheduled messages that go out, he says the program allows them to create property manuals and “basically do a brain dump of all the information you have about the property. It will help you answer questions, create drafts all on its own using AI.”

Tech software is also used in several other areas — including the process of cleaning the properties when people check out to get units ready for the next rental. It also helps with pricing, providing market data for different times of the year.

The business charges a commission anywhere from 15 to 20 per cent of the nightly rental rate. Most clients are more like mom-and-pop operations or small real estate investors with a handful of properties.

 

Client considerations: What makes a suitable property?

 

Choy notes that many things must be looked at when they onboard a property or consider if it’s suitable for Airbnb rentals. 

“We have to analyze the design of the property — not that it needs to be super modern, high tech or anything — but it has to appeal to the masses, even if it’s not the owner’s style. (So) there’s a lot of convincing and discussion with the owner about this.”

This means stripping away the personal attachment they have to the property, as it’s now becoming a business. Choy notes this is especially true these days with people being pushed to putting it up for cash flow because of rising interest rates.

“There’s a lot of discussion around security on the property, where our outdoor camera is going to be placed, what type of security locks we need, which is actually one of the big aspects for us,” she explains. “We can never take on a property where an owner is not willing to change the front locking mechanism there from a key to a specific smart lock because that smart lock needs to do a couple of things, (including) hold a lot of different codes.” 

 

Key elements of successful property management companies

 

When asked about what makes a property management company successful, Matcheswala mentions the industry has been a very unprofessional one. That makes communication key, which means responding to clients on a timely basis.

Choy agrees that communication is important, also noting resiliency, or “thick skin” being a key element of a successful property management company.

Although Dongle Capital is in the hospitality industry, it serves many real estate investors. “That’s kind of where the lines get blurred,” she points out. “But at the end of the day, it’s customer service. And the customer’s always right, even if it’s not your fault.” Having that thick skin has allowed the pair to be really creative and quick on their feet, Choy says.

 

Two names stand out in the Edmonton luxury market: Kerri-lyn and Jason Holland. The professional and married partners have cornered the market for years now, leading in sales and becoming sought-after agents for clients seeking their dream home in Alberta’s capital.

“In the last five years, they’ve basically dominated the luxury space, with sales almost double the next agent,” says John Carter, broker/owner of Re/Max River City, out of where the Hollands operate in Edmonton. “They’ve hit a significant milestone. They’ve been top agents and deserve real recognition for overall performance in a five-year span.”

Alberta has been calling since the pandemic began, with more people leaving the big city in search of greater space and better value. While Calgary gets a lot of attention, Edmonton, with plenty of land and relatively low prices, has also seen an influx of residents. Carter says the luxury market, which comprises properties priced at $1 million and up, has been growing steadily over the last five years as well.

 

How Canadian luxury markets are faring

 

Indeed, there are opportunities to be had, as these sentiments are reflected in industry studies on Edmonton and other Canadian locations.

For example, the 2024 Royal LePage Carriage Trade Luxury Market Report, released last month, showed luxury sales were up this year, with strong demand in the prairies. Edmonton specifically saw a large gain in the first two-thirds of this year, with a 39.7 per cent increase in sales activity year over year.

Also, according to Sotheby’s Top-Tier Real Estate: 2024 Mid-Year State of Luxury Report, population growth for the year ending July 1, 2023, in both Calgary (5.9 per cent) and Edmonton (4.1 per cent) drove Alberta’s conventional and luxury markets to significant highs.

But luxury sales are up all across Canada, too: Engel & Völkers 2024 Mid-Year Luxury Real Estate Market Report highlights Toronto, Ottawa, Halifax, and Vancouver all performing better than expected in their respective luxury markets.

 

Success from diligence & discretion: Educational approach to all that’s buying, selling & building homes

 

The Hollands credit their luxury market success to their diligence and discretion, understanding everything that comes with not just buying and selling homes, but building them as well.

“Our approach is based on education,” says Kerri-lyn. “Educating clients on luxury value, dirt value, construction value, end value and resale value.”

The depth and breadth of the pair’s knowledge, she says, helps create trust and allows the buyer to make informed decisions for themselves and their family. Together, they’ve earned the MLS Medallion Award (for the top 5.0 per cent in MLS sales in the Edmonton area), the Re/Max Hall of Fame Award and the Re/Max Platinum Award.

 

Their journey into the luxury space

 

The Holland’s work in the luxury sector grew organically. Both wanted to work with clients who were respectful and kind, while potential clients took note of their professionalism and hard work. “Everyone gets the same customer service across the board, whether they’re luxury or not. Every possible detail from land investment or construction is fully understood by the client,” says Kerri-lyn.

Jason points out the opportunity was available, as agents who had operated in the luxury market were either starting to retire or simply not adjusting to current methods and the latest trends. “We did recognize the group of realtors was aging out, and they were of a more traditional manner — (things were) more done with just putting a sign on the lawn.”

“We started to apply the modern approach with the marketing, knowing all the details and features, and being able to explain these homes that were more complicated than a typical house,” he adds. “People in business for 30 years were just doing the same thing over and over again. They never adapted.”

 

Many agents want in but Edmonton lacks comparables & luxury comes with high up-front costs

 

Carter notes dealing with luxury homes takes specialized knowledge and requires assuming some risk. “Pricing luxury is a real skill; a lot of judgment goes into it. The irony is they’re much harder to sell and market,” says Carter.

“Lots of agents want to break into luxury, but they don’t understand the average costs upfront to properly promote it. There’s a lot more lead time, upwards of a year of preplanning, working with the builder a year-plus in advance, consulting, strategizing, dealing with layout changes — all for free.”

Because Edmonton is growing, pricing and selling luxury is more difficult, particularly compared to Toronto or Vancouver where so much is established. “Here, you’re getting a property that’s never been on the market — there’s nothing to compare it to,” says Jason.

 

Edmonton: A different ‘quieter’ wealth, where confidentiality is ‘huge’

 

Experience is also required to appreciate what clients are looking for when they’re seeking out a home in Edmonton. “It’s different money here, wealth is quieter,” says Carter. “You really need to understand the clientele and their needs. Confidentiality is huge.”

These particular clients include notable Oilers, like Connor McDavid and Ryan Nugent-Hopkins. Jason, a former professional hockey player with experience in the NHL and Europe, didn’t seek to use his connections but instead was discovered by interested Oiler buyers.

“I started before Jason and made it part of my business plan to not covet hockey players,” says Kerri-lyn. “I wanted to grind it out, make sure I established the business, developed a good work ethic, and if they came to us, that would be great.”

And they did.

 

A niche that came to them

 

“The reason why the players are so comfortable with us is that we understand the hockey life, going to new places, re-establishing everything from a new school to finding groceries. We lived that life.”

Lauren Kyle, founder of Kyle & Co Design Studio and wife of McDavid, worked with the Hollands to find the perfect spot for their ideal, custom-built home in Edmonton.

“It was our first time doing a project this big,” she says. “They were really involved in the process to make sure things were done perfectly.” Kyle is among many who have moved from the Toronto area out west, finding a lot more value for the money — and more sunny days.

“We really love the location,” she says. “(The Hollands) were definitely valuable for finding a good spot and good value for the home. They knew the neighbourhoods and our lifestyle. They helped us find a place where we could be close to our friends and start a family.”

 

The luxury real estate market around the world is becoming increasingly compelling to many, with reality shows detailing the dealings and drama from agencies out of Los Angeles, London and even Toronto. With high-profile clients, pricey transactions and custom-built homes, it seems Kerri-lyn and Jason would be well-suited for such an experience.

“We were approached,” says Kerri-lyn when asked, somewhat jokingly, if they’d want their own reality show. “I love to watch the houses on those shows. I would do it, but not if it’s about the drama. They’d have to keep it about the houses.”

 

When Gord Downie, lead singer of the Tragically Hip, first heard the story of Chanie Wenjack, he wondered why he didn’t learn about residential schools when he was in school himself, shares Kayleigh O’Connor, who works for the Gord Downie & Chanie Wenjack Fund and comes from a family of Cree heritage.

At 12 years old after spending three years at a Kenora, Ont. residential school, Wenjack escaped to reunite with his family 600 km away. A week after fleeing, his body was found near railway tracks. He had died from starvation and exposure.

“It was from a place of humility wondering why (Downie) hadn’t heard about Chanie Wenjack before, why he wasn’t taught about residential schools when he was growing up in Kingston, Ontario,” shares O’Connor. “And so he realized that if there was such a lack of knowledge on his part, this must be contributing to a lot of division and inequity for other people who also don’t know the real story of residential schools.”

The fund’s aim is to “build cultural understanding and create a path towards reconciliation between Indigenous and non-Indigenous peoples.”

 

Partnerships and projects committed to reconciliation

 

In June 2023, the Gord Downie & Chanie Wenjack Fund in partnership with TAS Impact, an impact company based in Toronto, and the Walmer Road Baptist Church, located in the Annex neighbourhood of the city, launched their community “Legacy Space”: 38 Walmer Road.

“They had a mural installed outside, working closely with an Indigenous artist,” O’Connor adds. “They planted medicines and food in the garden out front that they were sharing and donating to Community Food Services. It’s a really special space.”

TAS Impact continues on the path towards reconciliation with Indigenous communities as they recently released their Reconciliation Action Plan in June 2024. For Mazyar Mortazavi, president and CEO of TAS Impact, this was a long time coming.

“We have been exploring our relationships with our Indigenous partners for quite a number of years,” he comments. “(But) we believe that in the absence of measurement, it’s hard to actually measure progress and outcomes. So we felt that for us to really make a meaningful difference around the reconciliation initiatives, we needed to have a plan in place.”

 

Reconciliation Action Plan: Integrating Indigenous principles, worldviews & languages into real estate development 

 

TAS Impact worked alongside Creative Fire, a 100 per cent Indigenous-owned consulting and communications firm, over the course of a year to define the framework. Rather than a path that’s set in stone, they view the Action Plan as a living document.

Sean Willy and Aiden Mauti of Creative Fire are excited about moving forward with next steps now that the Action Plan has finally been released. One of the six pillars, Stewardship and Placekeeping, has a focus on integrating Indigenous principles, worldviews and languages into real estate development projects. 

“Indigenous architects in the country right now are starting to put their stamp on projects and you’re seeing more things like shared rooms, shared spiritual rooms, shared round rooms, shared smudging rooms,” reflects Willy. 

Mauti also anticipates a growing demand for Indigenous architects in Canada as reconciliation practices become more commonplace in development spaces. 

“What we heard from the Indigenous architects we were working with is that there’s demand for about 500 Indigenous architects in Canada right now, and we have about five, so we have so little capacity,” Mauti comments.

 

The ‘why’ and being well-grounded in intentionality: A big principle for many Indigenous groups

 

Another pillar of the Action Plan is Ceremony, which can include components such as site activations, land ceremonies, storytelling and cultural events on development sites.

“To me, it’s a feeling, right?” adds Willy, who is also a band member of the Deninu Kųę́ First Nation of the Northwest Territories. “I’ve gone to some places that are very institutional, very cold, very 90-degree angles. But here when we’re doing our development plan, there’s a flow to it. It’s a holistic flow. Then you have these spaces. Safe spaces for ceremony, safe spaces for quiet time, safe spaces for connecting.”

Incorporating this pillar should go beyond aesthetic or visual appeal, in Mauti’s opinion.

“We really shouldn’t be doing this just for the sake of it,” Mauti says. “There’s a lot of intentionality behind (what we do), which is a big principle to a lot of Indigenous groups — making sure it’s well grounded in why we’re doing this.”

 

What does this mean for the city’s real estate development?

 

For Toronto’s real estate development space, this could mean taking a more holistic approach when it comes to designing both residential and commercial spaces.

“Our work is guided by a core belief that an ecosystem is far stronger than an isolated sort of element,” comments Mortazavi. “As we look at our buildings, when we can create a diversity of tenancies, we can allow them to collaborate and work together.”

 

Today, a year later, O’Connor still sees the positive impact at 38 Walmer Road. “People are really excited to have this in the community to learn from it and expand their view of Indigenous people,” she shares.

She sees a bright future ahead when it comes to creating more spaces that invite dialogue around reconciliation and hopes that can carry forward into future Indigenous-led projects throughout Canada.

 

In a bold move that signals a new direction for one of Canada’s leading real estate companies, Sutton Group has appointed James Innis as its new president and COO.

With a diverse background spanning investment banking, corporate development and technology ventures across Europe and North America, Innis is poised to bring a fresh, innovative approach to the traditional real estate brokerage model.

 

The new vision: Leverage company’s national reach to bring new solutions to agents and brokers market-wide

 

As an outsider to the real estate industry, Innis is working alongside industry veterans to bring new perspectives. “We’re combining external expertise with insider knowledge,” he explains, highlighting his intention to work within the industry to drive it forward. This collaborative approach, merging new ideas with established experience, could be the key to Sutton Group’s future success in a rapidly evolving market.

Innis’ vision for Sutton Group is clear: leverage the company’s national reach to distribute new solutions to agents and brokers across the market. “We see forward-thinking brokerages and agents moving from reactive to proactive in terms of their role,” he states. “This shift is inevitable as consumer demand for technology, transparency and actionable personalized advice in the real estate space continues to grow. We envision agents providing more value throughout the ownership process, not just during transactions.”

This shift towards a more comprehensive, value-added service model is at the heart of Innis’ strategy. He plans to leverage Sutton’s national presence to implement tools and technologies that will enable agents to offer ongoing support to homeowners. “Consumers are technology-forward and data-driven, but their largest asset (their homes) remains a black box. We see agents being in a good position to add value to their clients’ day-to-day lives,” Innis explains.

 

Competitive advantages and new opportunities in a traditional industry

 

One of the key advantages Sutton Group has, according to Innis, is its status as an independent, Canadian-owned company. This allows for greater flexibility and faster decision-making when it comes to adopting new technologies and partnerships. Innis hints at upcoming announcements, suggesting that Sutton is actively exploring opportunities across the “buy, build, partner spectrum.”

Innis’ international experience, particularly in the United Kingdom and Germany, has shaped his approach to regulation and innovation. “In Germany, I learned how strong regulatory engagement can spur growth,” he says. “We’re applying this same approach at Sutton Group, engaging proactively with real estate regulators and MLS boards, viewing the regulatory framework as a strength rather than a constraint.”

The new president’s background in finance and technology is evident in his plans for Sutton. He sees potential in open banking systems and how they could benefit the real estate industry, promising “lower costs and better products” for Canadian consumers.

Innis is also keenly aware of the challenges in implementing new technologies in a traditional industry. However, early signs are promising. “We’ve seen incredibly positive support for our brand refresh,” he notes. “And when we launched a new tool to help agents improve their business, the uptake and usage has been high.”

 

As Sutton Group embarks on this new chapter, Innis’ unique blend of financial acumen, technological insight and global perspective could be the catalyst the company needs to thrive in an increasingly digital and competitive landscape. By positioning Sutton as an innovator working within the industry rather than a disruptor, Innis aims to bring a growth and innovation mindset to the market while respecting its established structures.

With plans to announce new partnerships and initiatives in the coming months, the real estate industry will be watching closely to see how Innis’ vision for Sutton Group unfolds. If successful, it could set a new standard for how traditional brokerages adapt and thrive in the modern era.

 

It’s sometimes hard to decide what Vancouver is better known for: its ever-prevalent and in-demand real estate market, or its well-earned reputation as Hollywood North.

For Canadians looking to break into the film and television industry, Metro Vancouver would seem the logical place to be if you want to pursue a career in acting but aren’t interested in heading south of the border. The region and its competitive markets also offer plenty of opportunities for motivated realtors.

 

Actors turned realtors

 

Tyler Burrows, now a realtor with Oakwyn Realty, didn’t originally move to Vancouver from Kamloops to pursue a life in real estate. With Christopher Reeves and Jim Carrey as some of his earliest inspirations, he realized early on in life that he wanted to become an actor. 

“In high school, I got into theatre and acting class there and really developed a love for it,” he shares. “So I decided that was what I was going to pursue.”

Lucas McCann, another realtor with Oakwyn Realty, also moved to Vancouver with acting aspirations. 

“I had no clue what I wanted to do and spent six months in college. I realized it was just not for me”, says McCann.

A friend of his invited him to a workshop in Victoria, where he’s originally from, where his interest in acting first developed. Two years later, after completing an acting program, he made the leap and moved to Vancouver. 

So how did Burrows and McCann find themselves where they are today, as realtors in arguably the hottest real estate market in Canada?

 

A deep curiosity about the real estate process; a desire to ‘control my own fate’

 

For Burrows, it was a case of life imitating art. He and his partner, a dancer, purchased their first home together in Vancouver in 2018. As two self-employed creative professionals, the process was a little bit more complicated for them. The learning curve he experienced during this time inspired him to dig deeper into the real estate industry.

“I didn’t know these nuances back then … I was thinking, like, what else do I not know about this industry?” Burrows confesses. “I never got off the real estate track after that.”

In McCann’s case, he found himself motivated to try a different career path after years of grinding it out at auditions and long days on set:

“I wanted to be able to control my own fate. I need to be in a profession that I could put however much hard work I put into it, I’m actually getting out of it,” he adds. “As an actor, I felt like it didn’t matter how good you were. You may be the best in the room. But it didn’t come down to that.”

 

A passion reignited

 

On the flip side, Sean Gartland, a realtor with Angell Hasman & Associates, finds himself now pursuing his passion as an actor. Growing up in Vancouver, he was part of the theatre program and acted in several productions in high school. Yet he decided to pursue a more conventional career path in business, and eventually real estate.

“Society can sometimes squash those dreams,” reflects Gartland.

Coincidentally, it was through meeting Burrows one day at an open house that reignited Gartland’s interest in acting. While he still maintains a healthy and robust real estate practice, he is now also exploring the acting profession by working with a coach and taking classes.

“I do enjoy real estate professionally, but it doesn’t do anything for me creatively,” he says.

 

More in common than meets the eye

 

One thing that Burrows, McCann and Gartland have in common is their belief that being an actor and being a realtor have more in common than meets the eye.

It just takes one look at Burrows’ social media channels, particularly his video tours, “Touring With Tyler” which are growing in popularity, to see how years of working in film and television have translated well into his current realtor marketing game.

“For my social media, I’ll go out in one day and shoot 10 different places, or two or three days and shoot a bunch of different places,” explains Burrows. “Then I’ll edit them all in one night and do all the voiceovers in one night. I took my film career and blended it into my real estate career.”

If he was approached by any actor interested in becoming a realtor, the first question McCann would ask them would be, “Have you ever worked in the restaurant industry?”

“If you ever served somebody as a bartender, or just talked to people in a common conversation, that’ll help … It’s about building a relationship with your clients,” he shares.

Gartland echoes this sentiment, albeit from an inverse perspective: 

“If you don’t put in the work to truly connect with people during a scene, it’s going to fall flat. And if you don’t connect with people in real estate, they’re not going to trust you.”

 

Whether you’re getting ready to watch the next blockbuster or you’re carefully watching the real estate market activity in Vancouver, be sure to get the popcorn out this summer.

 

As president of the Ontario Real Estate Association (OREA), Rick Kedzior wants to concentrate on the organization’s member-focused strategic plan. His goal is to guide it to deliver its mission of supporting realtors in helping people find a home.

“I just want to leave organized real estate in a better place than I started four years ago (as a member of OREA’s board),” he states.

 

What OREA’s been up to

 

Kedzior says this has been working out, although the provincial association had “a bit of a rough year” in 2023 with the Ontario Realtor Wellness Program.

“Some of our members weren’t in favour or big supporters of it. That made it a bit of a tougher year. So this year, we’re out there mending some fences, improving our brand, providing guidance for our membership to continue to raise the bar on professional standards and advocating for home ownership policies,” he explains.

Kedzior notes the three pillars of the organization are advocacy, forms and clauses, and leadership training for all 29 real estate boards in the province.

 

Housing affordability: Ontario industry’s biggest challenge

 

As for the biggest challenge faced by the Ontario industry today, he says it’s the affordability issue.

“I’ve got a couple of kids in their early 30s. I look at them and what the real estate market in Ontario has done since 2021 when there was a big change in terms of pricing and craziness, and I wonder if my kids are ever going to be able to afford homeownership. That’s a real concern for me and I think for a lot of people,” says Kedzior. “This is definitely a concern for us at OREA.”

 

A 30-year career including giving back to the profession

 

Kedzior has been active in the real estate profession since 1994. He’s a Broker with Re/Max Aboutowne Realty Corp., Brokerage in Oakville, and a member of the Oakville, Milton and District Real Estate Board (OMDREB), where he was president in 2018 and 2000 and served as chair on various committees, including MLS, By-law and Professional Standards.

Kedzior also previously served as president of the Oakville Chamber of Commerce and director at the Ontario Chamber of Commerce. He recently served as director-at-large and president-elect at OREA. Then, he joined OREA’s board in 2020 and became president earlier this year.

“I’ve always been a volunteer. I’ve always thought that you need to give back to the profession that you’re in,” says Kedzior.

He believes real estate is all about meeting people and developing relationships. “The more people you know, the better off you’re going to be in terms of helping them. But that’s not the reason why I volunteer. I’m just a consummate volunteer. I think you’ve got to give back, try to make the profession better when you leave it.” adds Kedzior. 

He says some of the newer agents don’t have an interest in volunteering, which to him is “scary.” For example, OREA needs volunteers to keep the organization going. “It’s not always about making money. It’s about giving back. To me, it’s been a great career in real estate so I feel obligated to volunteer as well.”

 

‘Working with the public … something I enjoyed from banking days and I always had this fascination about real estate’

 

Kedzior was born and raised in Hamilton, where his parents immigrated in 1949. During World War II, his parents were each captured by the Germans and ended up working on a labour farm in Germany, where they met. His father was Polish and his mother was Ukrainian. They married in Germany and came to Canada after the war.

Kedzior’s background prior to real estate is in the financial field. He explains he managed a couple of community credit unions, one of which was in Oakville.

“When Re/Max opened up their branch or offices in Oakville, I established a relationship with the owner. He ended up banking with me so I had their trust and general accounts and handled all their banking needs,” he says.

Then, after five years of managing their accounts, the owner talked Kedzior into becoming a realtor. “I always enjoy working with the public. That was something I enjoyed from my banking days and I always had this fascination about real estate.

As a banker, I dealt with a lot of his agents financially as well, so I thought this looked really easy, real estate. Little did I know that looking from the outside in, it was easy to think that but it was not as easy as I thought it was. It wasn’t easy at all. I thought if I don’t take the plunge now I probably would never be able to.”

At that time, Kedzior was married with two young kids. He wondered what he should do. Ask his wife about changing careers knowing she was risk-averse and that she’d probably say no? Instead, one day he came home and told her this was what he was doing. In sharing this story, he jokes about the saying, “It’s better to seek forgiveness than seek permission.”

“She’s still my wife, that’s one good thing,” laughs Kedzior. “She wasn’t too happy about going from an every two weeks paycheque to commission, but it all worked out.”

 

As a former managing broker and realtor, Trevor Koot’s nearly two decades in organized real estate gives him hands-on expertise in understanding the profession’s needs.

Today, as CEO of the British Columbia Real Estate Association (BCREA), Koot says he really believes that his role is not a tangible thing. 

 

‘(I’m) as much a critic of the industry as (I am) a champion … that balance makes me a better leader’

 

“It’s not to say this is what I do. What I like to think is that my role is to facilitate conversations that create impact for the industry,” he says. “That can change. That can look like a lot of different things but really it’s just having conversations with the right stakeholders at the right time to ensure that the industry is progressing, that consumers continue to be served by realtors in the future and that realtors have a place within the ecosystem of real estate transactions.

And we do that by creating impact, by knowing what changes need to happen, by facilitating those changes but also standing up for the industry when it comes to making those changes.”

Koot says he is as much a critic of the industry as he is a champion. Making sure that he can wear both of those hats to create that impact is important to him. “I think that balance makes me a better leader in this industry,” he points out.

 

Experienced ‘all of the beauty that is Canada’ between three coasts

 

Koot has lived in five provinces and one territory. He was born in Simcoe, Ontario and moved to Frobisher Bay, Northwest Territories (now Nunavut) when he was still young, grew up in New Brunswick, lived in Alberta, started his career in Saskatchewan and then moved to B.C.

“I’ve gone coast to coast to coast and experienced all of the beauty that is Canada,” he says.

Koot received a Bachelor of Science in kinesiology with a minor in mathematics from the University of Saskatchewan, and he recently completed a Master of Business Administration through Royal Roads University. Koot is adding to his extensive education through his current pursuit of completing a Master of Laws degree at York University.

 

Getting into real estate

 

He got into the business of real estate initially in Swift Current, Sask. after getting his real estate license in 2005. Koot began with Re/Max and then bought a Century 21 brokerage in 2007. He also started a property management company in between and grew that to 1,000 units in five Saskatchewan cities. While there, he was chair of the Saskatchewan Real Estate Commission for five years and played a key role in redrafting provincial real estate regulations during his tenure.

Prior to taking on his role at BCREA in 2022, Koot served as CEO of the Kamloops and District Real Estate Association for four years and the Kootenay Association of Realtors for three before successfully merging the two into the Association of Interior Realtors.

“I’ve worn all of the hats,” says Koot, who has been a competitive bodybuilder on the international stage. He also has had an acting career and owned a gym and supplement store called Iron Office. This was all in place while living in Saskatchewan before Koot decided to move to Kamloops.

 

‘My priority is to make sure the realtor continues to be central to the real estate transaction’

 

“I really believe there’s a future that exists without realtors. There is a future that can happen where realtors don’t (even) exist … let alone being part of the transaction,” Koot explains. “My priority is to make sure that’s not the future that transpires. My priority is to make sure the realtor continues to be central to the real estate transaction.”

He says the biggest challenge the industry faces today is the desire for and connection to legacy, and protectionism to the existing models that come with that. 

“It’s hard to convince stakeholders to embrace change when the primary role that they see for themselves is to protect the way things are. That’s going to be the biggest challenge for any leader in the real estate sector or the industry at large. It’s to create an environment where they can actually convince the folks who are being impacted by change to embrace that change because of a bigger outcome because of that future state.

Organized real estate is really, really good at celebrating legacy and protecting the existing structure, and that will be the demise of the sector if that’s the sole focus.”

 

Other major industry challenges

 

Koot notes there are fewer realtors today stepping up to be a managing broker. A large number of current managing brokers are reaching retirement age and looking at exit strategies. He feels there’s a lack of conversation around succession planning for brokerages and for the role of managing brokers.

“And I really think that this is potential for a kind of perfect storm that’s either going to challenge the industry or require regulatory intervention to make sure there are enough managing brokers moving forward,” he predicts. “When we talk about challenges or things on the horizon that I see being major and very impactful, that would be another one.”

 

 

“First and foremost, let me be clear: there is no privatization happening with Realtor.ca. Realtor.ca will remain completely owned by CREA, and realtors will continue to own it through their membership in CREA.”

This is something Janice Myers, the new CEO of the Canadian Real Estate Association (CREA), stressed during our recent time together in Ottawa.

Aside from pressing issues — like the “privatization” of Realtor.ca, the Realtor Cooperation Policy and the commission lawsuits — we had the opportunity to discuss her career trajectory, her first 100 days in the role and her vision for the future.

The full video interview is available to watch. For transparency, only minor edits were made to ensure you can see the complete conversation and form your own judgments.

 

An industry veteran

 

Myers comes highly qualified for her role. Her background in association management and experience working with a real estate team in Vernon, British Columbia, paved the way for her position at the Okanagan Mainline Real Estate Board in 2001.

In 2014, a new opportunity arose: “My husband and I decided it was time for a change, and literally the next day, I got a call about the CEO position in Ottawa.” So they relocated, and for the next decade, Myers served as the CEO of the Ottawa Real Estate Board.

Prior to this interview, I talked to people who have worked with her in the past to get their perspective on her leadership.

Without exception, every single person had nothing but effusive praise. It’s a feeling of excitement for what she can do in her new role and trust in her ability to do it well.

At a time in our industry where it seems many are divided on leadership at different levels and trust in the organized side of the industry, Myers seems to buck that trend.

 

The focus as CEO

 

“My first 100 days have been focused on listening and learning,” she shares. “I’ve embarked on a listening tour, meeting with colleagues across the country, both virtually and in person, to understand their challenges and opportunities.”

While she does come with a wealth of experience, Myers has spent the last 10 years at the local board level. Now, she has to get up to speed on how it changes when it comes to the national level. For the CEO of CREA, there are three critical components of the role.

The first is advocacy.

There was no time to go slowly. Out of the gate, the team at CREA had policy recommendations in the government’s 2024 housing plan. When The Hill Times put out its list of The Top 100 Lobbyists for 2024, Myers made the list. She was very quick to point out that the team at CREA, not her, is the reason for inclusion on the list.

Enhancing and protecting the reputation of realtors is another key focus for Myers. “Reputation is vital in this environment, especially as consumers continue to press for transparency,” she states.

The third pillar of Myers’ focus is realtor and consumer technology, with Realtor.ca being a primary asset.

 

New structure for Realtor.ca 

 

“First and foremost, let me be clear: there is no privatization happening with Realtor.ca,” Janice states unequivocally. “Realtor.ca will remain completely owned by CREA, and realtors will continue to own it through their membership in CREA.”

This clarification addresses fears that Realtor.ca might be sold off or opened to outside investors.

Myers assured me that this is not the case. Instead, the focus is on maintaining control while enhancing the platform’s capabilities and ensuring it continues to meet the evolving needs of both consumers and realtors.

She emphasized three main points solidified by a special task force and endorsed at a special general meeting:

1. Ownership. Realtor.ca will remain wholly owned by CREA, ensuring that realtors retain ownership through their membership.
2. Governance. The platform will be managed with an independent board and as a taxable entity, allowing for greater operational flexibility.
3. Revenue reinvestment. Any profit generated will be reinvested back into the platform for the benefit of realtors and consumers alike.

“The idea is to provide Realtor.ca with the operational independence it needs to thrive and compete against heavily financed competitors,” Myers explains. “This structure allows us to diversify revenue streams, reducing our reliance on membership dues and ensuring the platform’s long-term viability.”

One of the main concerns among realtors has been how CREA plans to generate revenue from Realtor.ca without compromising its integrity or the interests of its members. Myers was clear that Realtor.ca would not sell leads to realtors. Instead, the focus is on exploring other revenue opportunities.

“We’ve identified about 30 different revenue opportunities and are narrowing down to five key areas,” she says. “These include leveraging our best-in-class data distribution capabilities, always ensuring that any data shared externally maintains the Realtor.ca brand and benefits our members.”

When pressed on whether allowing the data-distribution feed on third-party websites could lead to those websites selling leads to realtors, she emphasized that they’d make it part of the contracts not to allow that. The data-distribution feeds don’t contain member emails or contact information, and all consumer inquiries flow through Realtor.ca. This is the way it works currently, has always worked and will continue to work.

Myers highlighted the importance of maintaining transparency and cooperation with boards and associations across the country. “We want to ensure that everyone understands where these revenue opportunities are coming from and how they will benefit the entire realtor community,” she says. 

While they’re making the case for five specific revenue opportunities, Myers declined to provide them until she’s had the chance to bring them to the boards and associations first.

“We’re listening to our members and ensuring that any steps we take are in their best interest,” she assures. “Our goal is to keep Realtor.ca as the premier consumer portal in Canada, owned and operated by the industry for the industry.”

“Realtor.ca is a crucial asset for our industry,” Janice concludes. “By giving it the independence to innovate and compete, we’re ensuring it continues to serve the needs of consumers and realtors effectively. This is about building a sustainable future where our platform can grow and adapt alongside the industry.”

Keeping Realtor.ca within CREA as it currently stands as a non-profit could jeopardize its not-for-profit status. By removing Relator.ca from the not-for-profit arm of CREA, the association has more flexibility on how to generate revenue — revenue that Myers affirms will be reinvested back into the platform.

 

The Realtor Cooperation Policy

 

In addition to the potential changes with Realtor.ca, the new Realtor Cooperation Policy, which limits the use of exclusive listings, has sparked significant discussion. Few topics at REM generate as much commentary as this policy.

So I wanted to ask her about it.

“The primary driver for the new exclusive listing policy is consumer demand for transparency,” Janice begins. “We’ve seen a growing call from buyers and sellers alike for more openness in the real estate process. This policy is a response to those demands.”

The new rule mandates that any property marketed publicly must be listed on the MLS system within three days. This move aims to ensure that all consumers have fair access to property information, levelling the playing field for buyers and maintaining the integrity of the MLS system.

The policy has sparked a range of reactions from the real estate community. Some agents fear it might drive exclusive listings further underground, while others worry about the impact on marketing strategies. Janice acknowledged these concerns but emphasized the policy’s benefits.

“We understand that there are scenarios where exclusive listings can serve a purpose,” she says. “However, the policy doesn’t eliminate the possibility of exclusives. It simply ensures that once you start publicly marketing a property, it gets the broad exposure that only the MLS can provide.”

Janice highlighted that the policy strikes a balance between transparency and consumer choice. “If a seller has privacy or security concerns, they can still choose to keep their listing exclusive. The key is that once you start public marketing, it should be accessible to all potential buyers through the MLS.”

For realtors navigating this new policy, Janice advised open communication with clients. “It’s crucial to have honest conversations with your clients about their options and the benefits of MLS exposure. Realtors have an ethical duty to act in their clients’ best interests, and this policy supports that by promoting transparency and competition.”

 

Commissions

 

In the United States, there are several high-profile class-action lawsuits challenging the way real estate commissions are structured and disclosed. As a result, the U.S. real estate industry faces significant legal and regulatory challenges that could reshape its commission practices.

Myers pointed out that while the real estate industries in Canada and the U.S. share similarities, there are critical differences. “In Canada, we have a much more transparent environment regarding how buyer agents are compensated,” she explains. “Over 80 per cent of transactions in Canada involve written service agreements that clearly outline how agents are paid, ensuring transparency for all parties involved.”

One of the key distinctions Janice highlighted is the regulatory environment in Canada. “Our regulatory framework is robust and designed to protect consumers,” she says. “This includes clear guidelines on commission disclosure and the roles of buyer and seller agents.” 

The structured regulatory approach in Canada helps mitigate many of the concerns that have fueled the lawsuits in the U.S. In Canada, the existing lawsuits have not been certified as class-action to date either. 

 

Going forward

 

Janice Myers’ first 100 days as CEO of CREA have set a strong foundation for the future. Few could have stepped into this role with her level of qualification and understanding of the industry’s challenges.

Leaving the meeting, I felt confident that CREA and the industry are in capable hands. Even on issues where there might be disagreement, Myers’ openness, transparency and willingness to engage are reassuring.

I understand why those I spoke with before this interview were excited about her becoming the CEO of CREA. I’m excited to see what she can do. She’s got her work cut out for her, but all signs point to success.

 

If we do a follow-up interview with Janice Myers in 12 months, what would you hope she accomplishes in that time? Let us know in the comments.

 

Disclosure: To maintain transparency with our readers, it is important to note that CREA is an advertising partner of Real Estate Magazine. This relationship does not influence our editorial content, and CREA has never requested any specific coverage.