Each Wednesday, Real Estate Magazine shares insights, experiences and advice from top-performing teams and agents across Canada. If you’d like to contribute or nominate a colleague or team, send us an email.

Editor’s note: Rob Golfi answered our questions in September 2025, as part of a feature in a special print edition of REM.

REM: How did you first get into real estate?
RGT: I wanted a business where effort directly translated into results. In real estate, when you make a sale, you get paid in 60 to 90 days. In traditional business, you’re often chasing receivables or waiting months for payment. Real estate gave me control over my own success — the harder I worked, the faster I saw the return.

REM: When did you decide to build a team?
RGT: When I joined Re/Max Escarpment in 1999, there were only two teams in the office. I saw how they leveraged time, resources and talent to grow beyond what one agent could do. That inspired me to start my own team so I could scale, create systems and deliver a better client experience.

REM: What role do you play today?
RGT: I’m the visionary. I set the direction, oversee finance, lead the brand and stay involved in operations to make sure everything runs at the highest level. My job is to ensure the systems, marketing and people all align to achieve our goals.

REM: Give us a snapshot of the team today.
RGT:

• Agents: 65

• Staff: 20 (admin, marketing, client care and support)

• Markets: Hamilton, Halton, Brantford, Niagara

• 2024 production: 872 transactions | $670,502,463 volume

• 2025 YTD: 577 transactions | $423,477,248 volume

• Staff-to-agent ratio: 3:1

The Golfi Team continues to expand, with a presence in multiple southern Ontario boards and a strong internal culture built around accountability and results.

REM: What were your first key hires?
RGT: An administrator, an administrative assistant and an agent. Solid administrative support was the foundation — it freed me to focus on listings, marketing and growth. Adding a second agent immediately expanded our ability to handle more clients and maintain quality service.

REM: What advice would you give a new team leader?
RGT: Don’t be greedy. Give your agents all the leads. If they succeed, the team succeeds — and that momentum fuels growth. Your focus should be on building a machine that supports your agents, not competing with them.

REM: What are your top lead sources?
RGT: Direct mail, PPC (Google and Meta ads) and radio/outdoor advertising. Our marketing budget is divided roughly as follows:

• 35 per cent direct mail

• 30 per cent PPC

• 20 per cent radio/outdoor

• 10 per cent SEO/website

• 5 per cent referrals and community events

We’ve learned that every channel plays a role — PPC delivers volume, direct mail drives listing appointments and radio/outdoor builds the brand.

REM: Which channel would hurt most if cut?
RGT: Radio and outdoor. They’re brand trust builders. Those channels connect us to the community, create top-of-mind awareness and legitimize everything else we do online.

REM: How do you handle new leads?
RGT: Every lead goes into our lead router system and is hand-assigned to the duty agent. Our goal is a response time of under five minutes. For call-in leads, it typically takes three to four touches to set an appointment and six to eight touches to convert to a contract. Online leads can take longer. We used to have inside sales agents (ISAs), but we found a strong agent-led follow-up model works best for us today.

REM: What’s in your tech stack?
RGT:

• CRM: Follow Up Boss

• Website/IDX: Sierra Interactive

• Automation: Follow Up Boss + TextingBetty

• AI: Currently piloting AI agents for calls and appointment booking, with weekly email reports for activity-based coaching

• Finance: SISU, leadership meetings, whiteboards and Excel

• Other tools: ConnectTeam (internal comms), BombBomb (video messaging), Canva (marketing)

REM: How much do you reinvest back into the business?
RGT: About 20 per cent goes into marketing and 25 to 30 per cent into staff. We track cost per lead, cost per appointment and cost per deal — but cost per deal is the key number. That’s the metric that shows real profitability. At our scale, a healthy return on ad spend (ROAS) is about 5:1 — for every dollar spent, we expect five back in closed business.

REM: What kind of agents thrive on your team?
RGT: Full-time, coachable, driven agents who follow proven systems. We reward consistency and persistence — and new agents typically get their first deal within 30 to 90 days.

REM: What do top earners do differently?
RGT: They follow up relentlessly and stay in touch long after closing. Follow-up is everything. The best agents never stop nurturing their database — they build lifetime relationships.

Lightning round with Rob Golfi

Market insight: Luxury listings sell faster than people think. Priced right, many move in 45 days or less.
Tech you’d fight to keep: Follow Up Boss — it’s the backbone of our lead management and client follow-up.

Marketing hill you’ll die on: Billboards. They build credibility and brand recognition like nothing else.
Agents fail because… they’re lazy.
Teams win because… they offer accountability, training and great culture.

The post Team spotlight: Q&A with the Rob Golfi Team appeared first on REM.

According to a new report from Wahi, sales of homes priced at $3 million and up fell roughly 15 per cent in the third quarter of 2025 compared to the same time last year, and 17 per cent from the second quarter. In total, 321 luxury homes changed hands between July and September, down from 376 in the third quarter of 2024 and 388 in Q2 2025.

“Luxury homebuyers may have bigger budgets than typical buyers, but many seem to be exercising caution and standing on the sidelines anyway,” said Ryan McLaughlin, economist at Wahi.

Toronto still leads in luxury activity

Despite the pullback, the City of Toronto remains the hub for high-end real estate deals. Of the 22 GTA neighbourhoods with at least five luxury home sales in the third quarter, 14 were located in Toronto proper, underscoring the city’s enduring appeal among affluent buyers.

The top performer? Yorkville, where nine homes sold for a median price of $6.25 million, making it the GTA’s most expensive neighbourhood for luxury resale homes.

Other Toronto neighbourhoods showing renewed life in the $3-million-plus range include Ledbury Park, Lawrence Park, Rosedale, Forest Hill, the Beach and Willowdale. Outside the city, West Oakville in Halton Region also stood out for its uptick in luxury transactions.

Buyers remain selective

While the luxury segment is cooling overall, the data suggests deep-pocketed buyers are becoming more discerning rather than disappearing entirely. Central neighbourhoods with established prestige, walkability and access to amenities continue to draw interest.

The post Luxury home sales cool across the GTA — but a few neighbourhoods are still hot appeared first on REM.

The Real Estate Council of Ontario (RECO) has issued an order to freeze the bank accounts of Oakville, Ont.-based Rexig Realty Investment Group. The regulator has also issued a proposal to revoke the registrations of both the brokerage and Broker Paul Poliszot, the brokerage’s director and president. 

The measures, announced Oct. 30 under the Trust in Real Estate Services Act, 2002 (TRESA), are intended to protect consumer deposits. RECO says the freeze order prevents funds from being withdrawn from the brokerage’s bank accounts. It uses freeze orders “when necessary” to ensure that money held in brokerage accounts is not at risk of being misused.

Rexig, which employs 10 agents according to the regulator, remains open. RECO says the broker of record will oversee remaining transactions and facilitate the transfer of agents and active listings to other brokerages.

Appeal process

A proposal to revoke registration is issued when the Registrar believes a brokerage or registrant is not entitled to registration. The decision can be appealed within 15 days. If no appeal is filed, Rexig and Poliszot’s registrations will be terminated, and they will no longer be permitted to trade in real estate.

Poliszot did not respond to Real Estate Magazine’s request for comment.

In a 2021 interview with REM, Poliszot described his firm as working “much like a real estate investment bank,” advising smaller investors — such as medical professionals, lawyers and entrepreneurs — on building real estate portfolios.

Province reviewing iPro audit

The enforcement action comes as the Ontario government confirms it has received Dentons Canada’s audit into RECO’s handling of the iPro Realty scandal, which involved the alleged misuse of millions in trust funds. Minister Stephen Crawford has said the findings will be made public once his review is complete, though no timeline has been given.

Consumers and agents affected by the Rexig freeze order are encouraged to contact RECO.

Editor’s note: Realty Executives has no affiliation with Rexig Realty Investment Group Ltd. A previous reference has been removed to avoid confusion.

The post RECO issues freeze order, proposes to revoke registration of Oakville brokerage appeared first on REM.

Each month, REM shares brokerage expansions and conversions, leadership appointments and other key industry moves. Have an announcement to share? Email your news to editor@realestatemagazine.ca by the 26th of each month, and don’t forget to include a photo!

Expansions, mergers and conversions

Sutton Group expands in the west

Real estate company Sutton Group is expanding its reach with two new offices.

This month, Sutton announced the grand opening of Sutton Beeline Calgary and Sutton Centre Kelowna.

The establishment of the new locations was strategic, says Sutton, as both Kelowna and Calgary offer “significant market opportunities for growth.” 

Sutton Beeline in Calgary is led by managing broker Zaeena Gul, while Sutton Centre Kelowna is co-led by managing brokers Emily Coates and John Skender. 

“The opening of Sutton Beeline Calgary and Sutton Centre Kelowna represents a significant step forward for Sutton,” said Beatrice Cosentini, vice-president of Sutton’s western region.

“In a market where there is increased demand for innovative solutions, this team exemplifies the forward-thinking vision and enthusiasm required to drive meaningful change in the market.”

Royal LePage welcomes Saskatchewan brokerage

Mark Zawerucha

Royal LePage is announcing the opening of Royal LePage Success Realty, based in Yorkton, Sask. 

The brokerage will serve clients in Yorkton, as well as surrounding communities including Melville, Springside, Saltcoats, Theodore, Good Spirit Lake and beyond. 

The new brokerage is led by Mark Zawerucha, formerly an associate broker with Re/Max, who brings nearly a decade of real estate experience to his new ownership role.

“In the short term, my goal is to establish Royal LePage Success Realty as a trusted name in Yorkton and surrounding areas,” said Zawerucha. “Long term, I want to grow a strong team of professionals who share my commitment to delivering outstanding service to clients.”

Executives Property Management and Century 21 Assurance Realty Ltd. join forces

Treena Piva

Property management company Executives Property Management (Formerly Real Property Management), which services Kelowna and the B.C. Interior, has merged with Century 21 Assurance Realty Ltd.

Treena Piva and Aaron Piva of Executives Property Management will continue their leadership as managing directors of property management.

Century 21 Assurance Realty is led by managing broker Kim Davies.

“Our mission has always been to serve with integrity, lead with purpose, and create value for both investors and residents,” said Treena Piva. “Together, we’re taking that promise to the next level – continuing our commitment to redefine and elevate the expectations of property management through strategic innovation, advanced technology, and next-level service.”

Corcoran Horizon Realty opens new Hamilton office

Corcoran Horizon Realty is deepening its roots in Ontario with the opening of its newest office in Hamilton. 

Heading up the office as broker/managing partner is Martinus Geleynse, who brings over 16 years of experience in real estate, marketing and community development to the role, according to a company statement. 

“Our new Hamilton office reflects our belief in the city’s resilience, diversity and unmatched character,” said Cliff Rego, CEO and broker of record for Corcoran Horizon. “Hamilton is a place of reinvention and grit, where heritage meets innovation. We’re proud to establish a presence in a city that’s not only steeped in history but also driving forward with creativity, entrepreneurship, and community spirit.”

Corcoran is already established in the markets of Kitchener, Cambridge, Port Severn and Toronto.

Odyssey Retail Advisors expands to Canada

Odyssey Retail Advisors, a premier real estate advisory firm, is expanding into the Canadian retail market with a footprint in Toronto.

Headquartered in New York, with offices in Miami, Chicago and Los Angeles, the firm advises luxury and contemporary retailers in expanding their presence worldwide and guides developers in creating upscale shopping destinations.

Joining Odyssey as part of the Canadian expansion are Casdin Parr, David Bishop and Ryan McCarthy as executive vice presidents, along with Lesia Czech as director.

Together, they bring decades of experience advising national and international retailers across the Canadian retail landscape, says a company statement.

“This is a pivotal step in Odyssey’s continued evolution as a global advisory platform,” said Rich Johnson, principal at Odyssey Retail Advisors.

“Casdin, David and Ryan are widely respected for their deep client relationships, market expertise, and strategic thinking. Their presence enhances our ability to support clients in one of the most important luxury markets in North
America.”

Important milestones

New HQ for Berkshire Hathaway HomeServices Québec

Berkshire Hathaway HomeServices Québec is celebrating the grand opening of its new headquarters in Montreal.

Located minutes from Royalmount, dubbed the largest private development underway in the province, the move marks a step forward for the brokerage, which established itself in Québec in 2020.

The 2,000-square-foot space, located in suite 290 of 5929 Trans-Canada Highway, is designed to have the look and feel of a penthouse condominium, rather than an office, according to a company statement.

The brokerage is led by founder and CEO Sacha Brosseau, who is planning to expand across the province. 

“We will grow with the right people, at the right pace,” he said in a statement. “We’ve witnessed what happens when large corporations prioritize spreadsheets over their brokers, and we are building a different kind of company—one where growth serves to strengthen and support every member of our organization.”

Engel & Völkers Ottawa signs up for another decade

Engel & Völkers Ottawa recently announced the renewal of its franchise agreement, marking a decade in Ottawa’s high-end real estate market and committing to another 10 years under license partners John King and Larry Mohr. 

Since 2016, Engel & Völkers Ottawa has expanded to four shops across the metropolitan region. 

The brokerage has become a major player in Ottawa’s luxury segment, representing 12 per cent of all properties sold over $1 million and a commanding six per cent of the overall market share, according to a company statement.

Their 150 advisors make up three per cent of the local real estate board. 

The post The Real Deal: Industry highlights for October 2025 appeared first on REM.

After nearly a decade of leadership, Marina R. James is stepping away from her role as CEO of the Winnipeg Regional Real Estate Board (WRREB).

Since joining WRREB as CEO in 2016, James has guided the organization through a period of growth, modernization and strengthened industry and community partnerships, according to a statement from the board. Her final day is Oct. 31. 

Outside of this role, James’ leadership extends to service as chair of the Manitoba Hydro Electric Board and vice chair of the Inland Port Special Planning Authority.

James chaired the 2023 national task force charged with making recommendations to the Canadian Real Estate Association (CREA) board of directors on the future of Realtor.ca as a new for-profit subsidiary. 

She was also recognized with CREA’s 2024 Association Executives Network (AEN) Award of Excellence.

“It has been an honour to serve as CEO of the Winnipeg Regional Real Estate Board and to work alongside such a talented and passionate team, dedicated board of directors and an engaged membership,” said James. “Together, we have navigated change and strengthened our impact as an organization focused on economic development, removing barriers to home ownership and addressing impediments to the growth of housing and real estate in Manitoba.”

Incoming CEO named

The WRREB board of directors has appointed Crystal Hollas, senior vice president and chief privacy officer, as the organization’s next CEO.

Hollas brings over 19 years of experience with WRREB, in addition to a law degree and deep institutional knowledge of the board’s operations and member relations. 

“As we look to the future, I remain committed to supporting our members, fostering collaboration, and ensuring the Winnipeg Regional Real Estate Board’s continued leadership in advancing the interests of real estate in our market region,” said Hollas.

Established in 1903, the WRREB is one of Canada’s longest-running real estate boards, representing more than 2,500 agents.

The post Change in leadership at Winnipeg board as Marina R. James steps down appeared first on REM.

Each Wednesday, Real Estate Magazine shares insights, experiences and advice from top-performing agents across Canada. If you’d like to contribute or nominate a colleague or team, send us an email.

At just 29 years old, sales representative Jeremie Fontaine has already reached impressive milestones in his seven-year career with EXIT Realty Associates in Dieppe, NB. 

For the fifth consecutive time in his real estate career, Fontaine recently attained EXIT Realty Corp. International’s Top Lister in North America award. Fontaine was also inducted into the company’s Emerald Circle, recognizing his accumulation of 750 deals in his tenure with the brand, as well as the Titanium award for closing over 150 deals in the company’s production year ending June 30, 2025.

With a portfolio of income properties and a renovation company, Fontaine is now expanding his real estate services to Prince Edward Island.

Real Estate Magazine: How did you first get into real estate?

A: I was buying rental properties for myself. If I’m doing it for myself, I may as well receive commission. 

Q: When did you decide to pursue production as a solo agent — and why?

A: Efficiency. Only I can guarantee the exact same level of quality and care throughout my businuess.

Current snapshot

Brokerage: EXIT Realty Associates

Markets served: New-Brunswick/Greater Moncton area

2024 production: 162 Transactions. I don’t measure success in terms of volume. I’d say $40 million with the average sale price in my area.

YTD 2025 production so far: Transactions: 117 so far and 35 pending.

Building a business

Q: What were the first three key systems or investments you made that changed your business?

A:  Social Media, consistency and real-life exposure (for sale signs, etc).

Q: What are your top three sources of leads today?

A: Referrals of previous clients, social media and sign calls.

Q: What is your approximate breakdown of your marketing budget by channel?

A: Mostly run social media ads and post with boosts, not a set allocated budget. It depends on the property and what I feel is needed to get it moving and sold.

Q: What is your typical response time goal?

A: Two hours, however, no email, text or phone call is left unanswered by the end of the day. I won’t go to bed until I’ve touched base with everyone.

Q: Approximate percentage of revenue reinvested into marketing: 

A: Depends on the listing, but I’d say 15 per cent per listing. Sometimes more, sometimes less.

Q: Do you track cost per lead, cost per appointment, cost per deal? Which number matters most?

A: I do not. I focus on clients and relationships, and the rest follows suit.

Q: How long does it typically take from first contact to an accepted offer or signed listing agreement?

A: Depends on location, but I’d say on average three months for this area of the province.

Q: What behaviours do you reward in yourself? What gets cut from your calendar?

A: I genuinely am a social person, so for me this doesn’t feel like work. I do tend to limit work hours to four to six hours on weekends and 10 to 12 on weekdays.

Q: How do you navigate Canadian compliance rules?

A: Yearly training with the New Brunswick Real Estate Association (NBREA) and trying to keep myself updated on new terms.

Q: If a solo agent has $5,000/month to invest, where should it go for the next six to 12 months?

A: Targeted ads. Based on your market/community, either online or mailouts.

Quick hits

Q: Favourite Canadian market insight people don’t believe (but your data proves):

A: When sales of cars and pleasure crafts, such as boats, campers, RVs and other recreational vehicles, are strong, it usually means the housing market is strong. When those sales slow down, it can be a sign that the housing market is softening.

Q: One tech you’d fight to keep:

A: Facebook

Q: One marketing hill you’ll die on:

A: Constant exposure on social media.

Finish this: ‘Agents fail because…’

A: Because they believe that this is handed to them and that it’s easy. The truth is, hard work is showing up and being consistent day after day.

Finish this: ‘Solo agents win because…’

A: They show up, continuously work, even with small actions repeatedly, until they obtain success.

The post Agent spotlight: Q&A with New Brunswick top agent Jeremie Fontaine appeared first on REM.

The following is a joint statement released on Oct. 27 by members of Ontario’s housing sector, including the Toronto Regional Real Estate Board (TRREB) and Ontario Real Estate Association (OREA).

Ontario is facing a housing emergency. Projects are stalling, builders are cancelling developments and families and individuals are being priced out of the market.

As the provincial and federal governments prepare to release their fall economic statement and budget respectively, our message is urgent: bold, coordinated action is needed to boost housing construction, lower costs and bring affordability back within reach for residents.

Housing is more than just shelter; it’s the foundation of our economy and the heart of our communities. Today, Ontario’s housing sector, from builders, Realtors, business groups, trade associations, not-for-profit organizations and rental providers, speaks with one clear voice. Together with governments at all levels, we must move swiftly to unlock housing supply, cut costs, and restore affordability by accelerating ownership and rental housing delivery.

We acknowledge the positive work done so far by the federal, provincial and municipal governments regarding policy developments, zoning reform and funding programs to encourage more housing construction, including the most recent provincial housing bill, Fighting Delays, Building Faster Act, 2025, which signals the government’s intention to take further practical steps in cutting red tape, lowering construction costs and restoring confidence and investment in the rental housing market by speeding up slow resolution processes to adjudicate landlord and tenant disputes. Other efforts include the Housing Accelerator Fund, the Apartment Construction Loan Program, Build Canada Homes, the Building Ontario Fund, the Municipal Housing Infrastructure Program, reform to end exclusionary zoning and allow as-of-right construction of multi-plexes on single lots and the Building Faster Fund, among other projects. However, more action is still needed.

We also recognize that potential disruptions impacting the housing ecosystem that are outside the direct control of governments and industry, such as trade wars, geopolitical tensions and economic uncertainty, need to be considered as we navigate an uncertain environment at the macro level. 

Housing remains the backbone of Canada’s economy. It supports over 1.2 million jobs and contributes more than $143 billion in economic activity yearly to Canada’s Gross Domestic Product (GDP). However, rising costs, difficult regulatory environments, economic uncertainty and constrained supply have slowed new housing starts and home purchases, putting tens of thousands of skilled trade jobs at risk. This will impact spin-off economic activity in related sectors and push both home ownership and rental housing further out of reach for many residents.

To meet Ontario and Canada’s housing challenge, a united focus on delivery is required. By reducing construction costs, attracting investments and aligning tax policy, zoning and approval systems, governments at all levels can restore confidence, protect jobs and support innovation at the speed and scale Canadians urgently need.

Policy priorities for immediate action

To restore affordability and confidence in the housing market, we are calling on municipal, provincial and federal governments to work collaboratively with the housing sector by adopting the following measures:

1. Position and profile housing as an economic driver: To ensure housing policy is economic policy, recognize housing construction and trade as a core driver of employment and GDP, adopt a framework to preserve the tremendous job creation that the housing industry generates, and acknowledge that housing unaffordability is also affecting our overall economic productivity, especially in the Greater Toronto Hamilton Area (GTHA).

2. Modernize outdated tax rules: Extend the GST/HST exemption on new homes up to $1.5 million for homebuyers, reflecting current market realities, particularly in major urban centres, and encouraging new construction.

3. Cut costs for homebuyers: Align cost recovery with actual service delivery and housing goals to reduce barriers to construction and costs to homebuyers. Municipalities and provinces need to collaborate with industry to modernize the fee structure applied to new housing, which is currently inflating housing costs and constraining new supply.

4. Build faster through innovation in parallel to traditional building: Support the advent, inclusion and expansion of modern construction methods – including panelized systems, modular building, robotics and other emerging technologies that embrace productivity, reduce costs and construction time, and enable homebuilding at scale. These need to be supported by an innovation policy framework created in partnership with the industry that provides incentives for early adopters and customers of new solutions, as well as investments in Canadian companies providing new solutions. Scaling up pioneering methods should be done in addition to supporting the ongoing innovation and productivity of traditional construction techniques.

5. Free up land and end exclusionary zoning: Act decisively to end outdated zoning restrictions to permit gentle density and a wider mix of housing types, especially missing-middle and multi-unit dwellings in more communities.

6. Incentivize private capital: Encourage programs that incentivize private capital, both investment and philanthropic, for both rental and ownership housing to accelerate market and non-market construction. This should include reintroducing the Multiple Unit Residential Building (MURBS) tax incentive.

The housing sector stands ready to partner with every level of government. Together, we can reignite momentum, rebuild confidence, restore affordability through partnership, innovation and investment, and deliver the homes our communities urgently need.

Signed:

John DiMichele, CEO, Toronto Regional Real Estate Board

Luigi Favaro, CEO, Ontario Real Estate Association

Ene Underwood, CEO, Habitat for Humanity GTA

Michael Brooks, CEO, Real Property Association of Canada

George Carras, CEO, R-LABS Canada

Jonathan Nusbaum, CEO, Terra Modular

Marlon Bray, executive vice president, Clark Construction Management

Tony Irwin, president and CEO, Federation of Rental-housing Providers of Ontario/Rental Housing Canada

Daryl Chong, president and CEO, Greater Toronto Apartment Association

Dave Wilkes, president and CEO, Building Industry and Land Development Association

Kathy Hogeveen, chief of operations, Assembly Corp.

Jude Tersigni, vice president of planning and development, Menkes Developments

Richard Lyall, president, Residential Construction Council of Ontario

Roselle Martino, executive vice president, policy and strategic affairs, Toronto Region Board of Trade

Frank Cairo, co-founder and CEO, Caivan Communities

Nhung Nguyen, CEO, Horizon Legacy

The post Ontario housing sector presents united front on supply, affordability appeared first on REM.

He passed away of natural causes on Oct. 17. He and his wife lived in Barrie for the last two years.

St. John, who forged a path in real estate as a trainer before venturing into entrepreneurship, “will be remembered by thousands of agents across Canada for his leadership and his professionalism to our industry,” said his longtime business partner Jamie Johnston.

When the pair met 40 years ago, St. John was the national trainer for Royal LePage. 

“I was trying to hire a National Trainer for Canada Trust. I phoned Roy who was already the preeminent trainer in Canda for a recommendation for someone to interview,” said Johnston. “He said ‘Why not me?’” 

After Canada Trust, they worked together at Employee Relocation Services to set up the first federal government contract to relocate military personnel across Canada and to relocate troops from Europe.

They then started Family Realty and Family Mortgage together, where St. Roy was the senior VP. They built the business from 16 offices to over 60.

Their final venture together was at Re/Max Condos Plus, where St. John was the VP, branch manager and head of training.

“He was also a great salesperson who shared his knowledge to all,” said Johnston.

Roy leaves behind his wife Debi, two children and four grandchildren. 

The post Obituary: Toronto broker Roy St. John appeared first on REM.

The brokerage has launched an official search, seeking an executive “to lead the next chapter of growth and scale.” The successful candidate will report to the CEO of Peerage Realty Partners, Tara Brown.

To fill the role, Sotheby’s International Realty Canada has partnered with leadership advisory firm Odgers. Applications are due Nov. 14. 

In April, Don Kottick resigned from the role of president and CEO at Sotheby’s, and was announced shortly after as the president of Re/Max Canada. 

Effi Barak, a consultant with Peerage and former CFO at a Bay Street law firm, was appointed interim president of Sotheby’s International Realty Canada.

The post Sotheby’s International Realty Canada recruiting next president appeared first on REM.

Real estate platform and brokerage Wahi analyzed median home prices in the third quarter of this year in neighbourhoods with elementary schools that had achieved a score of nine or higher out of 10 in the most recent annual Report Card on Ontario’s Elementary Schools created by Canadian think tank the Fraser Institute.

About 60 public, Catholic and private elementary schools out of nearly 1,100 across the Greater Toronto Area (GTA) achieved a grade of at least 9.0, in the 2022-2023 school year. 

In the neighbourhoods in which these schools are located, Wahi found that home prices can vary significantly. 

The most affordable option was the Church-Yonge Corridor, where homes near St. Michael’s Choir School (rated 10/10) had a median price of $570,000, largely due to the prevalence of condos. 

At the other end of the price range, the upscale midtown neighbourhood of Moore Park, home to two top schools, saw median home prices of $3.2 million. 

Although there were sizable gaps in pricing in certain neighbourhoods, of the 63 with top schools, 41 had a median price of at least $1 million. For comparison, the GTA-wide median price of a home was $905,000 in the third quarter of 2025.

“It’s difficult to say exactly how much school zones affect local home prices in the GTA, since so many factors are at play,” said Wahi Economist Ryan McLaughlin. 

From current market conditions to the types of homes available in a neighbourhood, local property can fluctuate considerably from place to place, he added. 

“However, we did observe that in many neighbourhoods with a top school, the median home price was well above the GTA-wide median home price,” he said.

The rankings are based on assessments from the Ontario provincial Crown agency Education Quality and Accountability Office (EQAO). The average score for all schools is six.

The top-rated Toronto elementary schools and the cost to live near them.

Proceed with caution

McLaughlin said parents should be mindful of an important caveat if schools are a major decision-maker when buying a home.

“Living close to a top-rated school doesn’t guarantee your child can enrol,” he said. “Increased density and population growth mean that in some neighbourhoods, newcomers will find local schools are already at capacity.”

   

The post Here’s how much Toronto families are paying to be near top elementary schools appeared first on REM.