Talk about one-stop shopping. Eleven Realtors from different brokerages recently came together to hold an agent open house that featured all seven of the suites for sale in a luxury boutique condominium in Toronto’s South Rosedale neighbourhood.

No. 7 Dale, designed by architect Hariri Pontarini and with interiors by Alessandro Munge, is a collection of multi-million-dollar suites. Each is more like a custom home, with its own mechanical room that allows owners to customize features such as heating, water filtration and security systems for their own suites. Other highlights include Dada kitchens and custom closets by Molteni & C, says broker Alison Fiorini of Harvey Kalles Real Estate. 

The building is divided into east and west wings. The brick front “reads like a Rosedale home, but the back is glass with ravine views,” she says.

Fiorini considers the open house event a success with about 50 agents and a few potential buyers attending. 

“It’s rare to be able to walk through something that’s built,” she says, as condos are usually sold pre-construction. 

Condos are a different beast in Rosedale, which is made up mostly of single-family residential. 

How it came together

The living space and marble fireplace of suit 207 of 7 Dale Avenue, listed for $8,495,000.

Fiorini and the other agents co-ordinated the event by email, excitedly sharing what each was planning for their individual suite and coming up with an organized plan for the day.

A greeter in the lobby gave out pamphlets and directed visiting agents to the suites listed for sale. The tour also gave agents a chance to view the amenities, which include a gym, a spa, a private trainer room and a lobby with designer furniture and a grand fireplace.

Broker Cailey Heaps of Royal LePage Heaps Estrin Real Estate says, “We’re always open to collaborating with colleagues from different firms to achieve the best results for our clients.”

She says the event was a perfect example of the impact that can come from working together. 

“The outcome was exactly what we hoped for, bringing a large group of prominent Toronto agents together to experience the project firsthand,” she says.

Heaps is co-listing the property with Megan Till-Landry.

Banding together to spark interest

The event was all about creating buzz and making it easy for other agents to tour all of the suites in one day.

Broker Janice Fox of Hazelton Real Estate says the response from a collaborative open house with multiple properties is easily 10-fold that of an independent single open house.

“Agents who wouldn’t have come otherwise were quite excited to make an entire building tour and could suddenly understand the features and benefits of the property as a whole and the diversity of options,” Fox says. “Part of the challenge in the current market is getting attention focused on your listing, and this went a long way in helping all of the listing agents.”

Fox says the developer of the property engaged Hazelton Real Estate to oversee sales of the entire project. “To date, we are almost two-thirds sold.”

Having a joint agent open house in a building isn’t easy, says broker Paul Maranger of Sotheby’s International Realty Canada, who is co-listing with Christian Vermast and Fran Bennett.

“For security reasons, most buildings don’t permit open houses (whether public or agent), so the ability to ‘multi-task’ and visit the current supply was a luxury beyond belief for Realtors.”

‘A real success’

Realtor Gillian Oxley of Royal LePage Real Estate Services says the open house was a “fantastic opportunity” to showcase the suite’s craftsmanship and livability to Toronto’s top agents.

“It created meaningful conversations, collaboration and cross-promotion opportunities between agents representing similar luxury buyers,” she says. “These events strengthen professional relationships and ultimately benefit clients by increasing exposure and generating qualified interest in exceptional properties like this one.”

“The event was a real success,” says Realtor Jimmy Molloy of Chestnut Park Real Estate. “The idea of a group open house adds weight and momentum to encourage agents to see the product in person. 

He says real estate cannot be truly experienced on a screen. 

“You have to be in the space to understand the nuances of light, the volume and how you interact with it. The group open house is a creative way to encourage more agents to actually feel and experience the product,” says Molloy, who is co-listing with Lindsay Van Wert.

Realtor James Warren of Chestnut Park Real Estate says, “The agents were quite thrilled and happy with the fine bespoke finishings, high ceilings, the floor-to-ceiling windows and the views of the private terraces and gardens. The agents were happy we opened seven apartments at once so they could view the different floor plans.” 

Warren’s unit is co-listed with Alex Obradovich.

Early results

Fiorini had a second showing the day after the open house.

One agent told her during the open house that after seeing it in person, they had a client who might be interested.

Connie Adair

Connie Adair is a contributing writer for REM.

The post Different brokerages, same goal: Inside a collaborative open house appeared first on REM.

Releven says it is Canada’s first non-profit (charity-owned and operated) real estate brokerage for faith properties. Its goal is to provide consultation, evaluation, tailored solutions and community impact options for congregations that have made the difficult decision to sell their properties, de Villiers says.

As part of its service, it works with local Realtors. “Releven Realty has designed a ‘work with’ business model, not a ‘compete against’ model to scale nationwide and to partner with the best local real estate salespeople in each city.”

Releven will host an official launch event under its new brand in Cambridge, Ont., on Thursday. 

Founded in 2018 as Trinity Centres Foundation, Releven’s goal is to preserve, restore and repurpose underused faith-based properties into community hubs and affordable housing. This enables church properties to facilitate positive change, while maintaining a secure financial future, its website says.

Releven, which has roots in Quebec and Europe, is secular, with engagement across faith groups.

It has helped transform more than 70 projects over its six-year history.

‘Once a building is gone, it’s gone’

Rising costs and declining attendance have left many faith-based properties underused. One solution is to sell to the private sector, but de Villiers says that often leads to seller’s remorse.

“Once a building is gone, it’s gone. A congregation may sell to a private developer, who knocks the building down and builds a massive condominium with no net benefit to the community. The Girl Scouts, food banks and AA meetings held at the church, all free and programs that make the community better and safer, are gone, and now there are high-end condos on the site,” de Villiers says. 

Instead, Releven looks at any and all possibilities, from selling to redeveloping to creating community hubs. It provides options so a congregation can make decisions with a “lens focused on the legacy of the property going forward,” looking at social and community-positive projects. 

The brokerage’s consulting function examines leasing, redevelopment or sales options, and presents those options to a congregation, smoothing a process that can typically take years. Many agents have been involved in selling churches, which can take years of debate and hand-wringing about what to do with the building, de Villiers says.

Among the biggest challenges for any site are NIMBY (not in my backyard) individuals. However, when Releven is involved, “the amount of NIMBYism is low because everything is done in consultation. We do a lot of listening to the community and congregation,” and provide two to three options for uses and their benefits.

Releven facilitates the process and makes sure the congregation is aware of the opportunities. Ultimately, the decision is congregation-driven, he says. “Most congregations are progressive and want their space to be used.”

The brokerage also finds a local agent who knows the market. In about six years, it has built a network of 20-30 agents across the country, working with industry-standard commissions. Becoming a brokerage helps formalize the process through referral agreements.

“The local agent pays Releven the standard referral fee. It’s clean, fully (Real Estate Council of Ontario) RECO compliant,” de Villiers says. 

Releven’s proceeds go back to supporting Canadian churches.

Conversations lead to community-oriented outcomes

A benefit to agents is that a “ton of due diligence is done for every site before an agent is hired,” making it an easier and quicker process for them.

When churches contact Releven, consultants work with ex-clergy and the arts community to find options.

In some cases, the conversation is about selling, but often it goes something like this, he says: “Actually, in this community, there are no arts spaces. This property would make a good arts hub,” providing the congregation with the opportunity to create something positive.

de Villiers says a United church in Scarborough, Ont. was looking to downsize to a smaller building. Instead, it was sold to The Boys and Girls Club, and the building became a community hub that includes social services. “The congregation has a small space they can use rent-free in return for selling at a discounted price.”

A large centralized church on 1.5 acres in London, Ont. formed a joint agreement with a not-for-profit in Toronto and will build 84 units, 40 per cent of which will be affordable.

Other examples include a church in Edmonton that now also houses a mosque and a church in Kitchener, Ont. that includes five active religious organizations and multi-denominations.

Along with delivering such options as leasing, redevelopment or sales to congregations, the brokerage also provides consultancy for property readiness and maximizing community impact.

After the deal, participating agents don’t brag about getting top dollar for themselves, de Villiers says. Rather, they’re proud of doing what’s best for the community and proud of what the future of the property is.

Now that Releven is registered with RECO, the brokerage plans to ramp up to increase its network of local agents and is actively recruiting.

Editor’s note: This story was updated on Sept. 24 with correct information about the church sale in Scarborough. 

Connie Adair

Connie Adair is a contributing writer for REM.

The post Charity-owned brokerage aims to reshape church property sales across Canada appeared first on REM.

Now, four years later, Power remains as committed, if not more, and enthusiastic about the Homes For Heroes Foundation (H4HF) Kingston Village cause. 

“Our committee worked together on three Ride for Refuge events, garage sales, bake sales, a sign rider program which brought in over $200,000, plus Jackie Blakney and ReMax each raised $100,000, so in total local Realtors have raised over $400,000 working together,” said Power.

Power says she wanted fundraising events to be open to all real estate companies so the Kingston community would know their Realtors are there for them.

While the rider program is on hold (due to difficulties administering it), Realtors from many different companies and other volunteers continue to raise money in other ways.

This year’s committee of volunteers from Sutton Group Masters is Michelle Cifala, Joe Cifala, David Hatt, Kay Langmuir, Ryan Power, and Gail Power. Community members include Kendra Hodgson of KH Realty and Kathy Williams of Williams Auto. Blakney of ReMax Finest Realty recently joined. She raised $100,000 to build one home in memory of her father.

Marco Dipietrantonio and Rob Colangeli of ReMax Finest Realty also raised enough money to build one home.

Supporting veterans beyond housing

The Kingston Village, one of three in Canada, includes 20 tiny homes that offer a private space for each veteran in a park-like setting.

“We have been supporting since before there were shovels in the ground,” Power says.  “When I heard about the project, I wanted to help. Homelessness is a big problem everywhere. Homes For Heroes has found a way to connect with those who have served.”

H4HF was co-founded by David Howard and Murray McCann. Howard’s father, a Navy vet, suffered from post-traumatic stress disorder and poverty.

The organization’s mission is to end veteran homelessness in Canada by providing a full-service program that includes resources, training, and counselling to help veterans live independently in the long term. 

“It’s not a Band-Aid solution,” Power says. “One must be fully committed to it. A person who wants a hand up will be able to move into a fully furnished tiny home, provided with counselling, support, and guidance. They have a chance to get reconnected and will even have assistance in finding a job.”

To date, the Kingston Village has had 13 graduates, and its houses are full, says Travis Cellini, H4HF veteran services manager.

Continuing the mission with new events

Although it is up and running, funds are still needed for day-to-day operations, Power says. H4HF was created by people who saw a need and wanted to help. It is not government-run and relies on philanthropy.

“We were there from the beginning and are here now to continue the support. Our newest fundraising efforts include a garage sale on Sept. 20 and a new event, the Glimmer Gala, in November. The committee chose Nov. 7 to put the event in front of Remembrance Day and far away from Christmas,” she says, adding the auction items will make good holiday gifts.

“We’re super excited about this event, which will offer dinner, dancing, and entertainment at the renovated Kingston Marriott ballroom.”

Kim Shippey, national director, development for H4HF, says Power has been influential for the mission in Kingston.

Cellini said that having the support of the local real estate agents “opens so many opportunities.”

“Funds that are raised go directly to supporting veteran care right here in Kingston. In addition to the financial support, (Realtors’) businesses rely so heavily on word of mouth, the network of contacts and support they have is truly endless,” he said. “Having local agents supporting our village allows us to access their networks for potential housing for the veterans graduating our program. We are proud and fortunate to have the community support.”

Commissionaires Kingston is one of the major sponsors of the Kingston Village. “We are Canada’s largest employer of veterans and Canada’s only not-for-profit security company. Thirty-five per cent of our employees are veterans and veteran dependants, as well as all of our board members,” says CEO David Patterson, Commissionaires Kingston and Region, who retired from the army in 2017 before joining Commissionaires in 2019. “We have committed to offering employment to any Homes for Heroes residents who are looking for a job.”

The federal government recently announced its support in the form of a $1.9-million investment to combat veteran homelessness in Kingston, but fundraising continues.

It costs $10 million to build each village, plus $450,000 to $500,000 per year per village for operating costs, says Shippey.

The first village was built in Calgary in 2019. In addition to Kingston, there is another village in Edmonton. London and Winnipeg villages are slated for 2026, and future sites include Halifax and Hamilton/Burlington.

The much-needed fundraising continues. For Glitter Gala tickets ($150), visit https://www.zeffy.com/en-CA/ticketing/glimmer-gala-in-support-of-homes-for-heroes.

For more information about Homes For Heroes Foundation, visit www.h4hf.ca.

“We’re also looking for more volunteers,” says Power. For more information, email Gail Power.

Connie Adair

Connie Adair is a contributing writer for REM.

The post Kingston agents lead charge to fight veteran homelessness appeared first on REM.

A great way to do that is through client appreciation events, and it’s something every agent, no matter how new or seasoned, can do.

Something for everyone

Gagnier offers two main types of events every year – trivia nights and a hot chicken wings booth at a local fair. At the summer event, “we set up at craft beer night.” People sample a hot wing, then run over to the beer booth, she says.

Trivia nights are held in the winter at a local pub during their slowest month. Clients are treated to appetizers and a free drink. 

“We invite clients and friends to trivia night to just have fun. It gets people out. We have swag, like baseball caps, that every team has a chance to win,” she says. “Gift cards are saved for the last game.” 

If clients don’t want to be on a team with strangers, Gagnier suggests they bring their own team — more people to meet and mingle.

Trivia nights attract about 100 people each and are her most successful client appreciation events, and she enjoys them too.

The ROI

Gagnier says events help foster introductions to friends and neighbours of their clients, and the community in general.

Trivia nights typically cost around $500-$700 per event, which includes some complimentary food and drinks and giveaways, she says.

For movie nights, the initial setup (projector, table, and outdoor screen) cost $2,000. Movies cost about $500 each time for the rights, she says.

“Return on investment is simply having a connection made through these events, buy or sell. It only takes one new client to offset the entire four-month cost.”

She says trivia has led to four clients in two years, and movie night has led to two clients in two years.

She says a Hot Ones-themed event nets one or two clients every time. The star of the event is hot sauces, chicken wings and chicken strips, plus chips and salsa, and free beer for those who endure the 10 sauces. It costs about $500 to organize, said Gagnier.

Gagnier says what’s most important about the events is having a regular touchpoint with clients.

“Many may not come, but we have often called, emailed, or texted the majority of our client list for each one, keeping us front of mind and available for them,” she says.

“While there is a definitive place for more institutional advertising (mailers, flyers, benches, and billboards), we realized our superpowers were in the word-of-mouth style, building a business slowly, one relationship at a time, and with folks that want to have a softer, warmer introduction to asking real estate questions.”

Picking an activity

When choosing an event, Gagnier suggests doing something you enjoy. “Clients see us having a good time and they have a good time.” If you’re uncomfortable, they will be too.

Gagnier says client appreciation events should be tied to your personality. She wouldn’t hold a gala night, for example, because she’s not comfortable in that setting.

Danny Dawson, broker with Royal LePage Performance Realty in Ottawa, concurs. His first event was at a pub. He invited 75 people for drinks. “Small talk with 75 people was difficult for me,” he says, so he pivoted. Now he treats them to comedy shows. “I book out a comedy club with professional comedians sourced by the club.”

About 100 people on average attend the annual event. Dawson provides drinks, popcorn and a show. He speaks to people when they come in, but he’s not under constant pressure to talk.

In her more than 20 years as an agent, Gagnier says she has seen the popularity of events ebb and flow. “But that’s good because people like to try new things.”

Staying connected in the post-pandemic era

“COVID really threw a wrench into the gathering part of our business and I feel like we are still suffering somewhat from a COVID hangover, says Khalen Meredith, senior VP sales at Sotheby’s International Realty Canada in King City, Ont.

“That said, we have focused on smaller gatherings or ways of connecting. Whether it’s a lunch with a few clients unknown to each other, or the one-on-one approach, this seems to work well with our business model as we aren’t volume producers.”

In the past, Meredith has “held events around local school choices and invited both school admissions people and our clients with school-aged children. With our geographical area attracting families wanting excellent independent schools, this has been an important part of our client base. We have also invited clients to events around our charity and support efforts. This is a win-win.”

Having an event where everyone feels comfortable encourages mingling, and mingling often reveals “six degrees of Kevin Bacon,” Gagnier says. “People find out what they have in common and look for each other at the next event.”

Not every event is a slam dunk

Some ideas work and some don’t, but vendors need to get paid even if the event is not successful, so be prepared. Gagnier held a movie night in the park, “but it ended up being too late and too buggy and people stopped coming. Sometimes an event works a few times then interest peters out,” Gagnier says. She gives any new ideas a one-year trial to see what the return on investment will be.

“It’s not about reinventing the wheel, but rather personalizing the experience. For example, if a client owns a venue, she will hold an event there. “We involve clients in whatever we do.”

Create an event budget, then see what fits into that budget. Then ask yourself, “Would I want to attend?” If not, try another idea, Gagnier says.

You may want to hold two types of events to cater to your different clients. “People who like to skate outdoors for example, may not be interested in charcuterie board class.”

For agents who are considering their first client appreciation event, Gagnier cautions against doing “anything big and flashy.”

Getting started

Dawson says, “If you see a big idea you like, you can start by holding micro events and build up.”

“Each year, look at the group of clients you’ve serviced over year and do something that suits their lifestyle,” she says. One of her doctor clients referred her to one doctor, who referred her to another and so on. For their event, she hired a speaker who would be of interest to doctors. “It shows you know about them.”

Other events may involve an open invitation to the community for something like a free movie night. Rent a movie theatre for 10 a.m. or noon and invite everyone. It’s a great way to grow your business, Gagnier says.

Make sure you have a venue, plan your event then send out invitations with a request to RSVP so you have an idea of how many might attend, she says.

Making it on clients’ calendars

Dawson says it’s the lead-up that’s important – having multiple touchpoints. He suggests starting three months before the event. Touch points are what it’s all about – save the day and regular reminders after that.

Events are part of his marketing budget to get referrals, although he says he’s never been able to directly translate how many referrals come from the comedy event.

Even during COVID, the show must go on. Dawson delivered boxes of cocktail mixing ingredients to clients, so they could prepare their drinks while watching the virtual comedy show.

Dawson holds his comedy event every March, ahead of the spring market, to keep him top of mind. The value is to reach out to people.

And sometimes client appreciation events lead to other opportunities. Gagnier has been asked by clients to join their event, for example, a firefighter invited her to a first responder golf tournament. Gagnier set up a tent at a hole and gave away food, water, Gatorade and trail mix. Although the event is attended by only four of her clients, it gives her a chance to meet their friends and colleagues. It’s a client event that allows for the introduction of non-clients, she says.

Connie Adair

Connie Adair is a contributing writer for REM.

The post Connection, introductions & loyalty: The ROI of client events appeared first on REM.

Karen Willison recently hosted her first hospital fundraiser, raising more than $85,000 to date with the one-night event. 

When the campaign is over at the end of July, she hopes to have cracked the $100,000 mark, with funds benefiting hospitals in Meaford and Collingwood, Ont.

Willison, a sales representative with Royal LePage Locations North, a brokerage in Collingwood, chooses to support inclusive charities that serve diverse communities. Because people are faced with challenges they don’t expect and most pass through these doors at one time or another, supporting hospitals made sense, she says.

Stepping it up

Until now, her team has been an “active sponsor,” showing up and being part of an event, which from a Realtor standpoint is good public relations. It’s always good to be seen, she says.

But at the urging of her clients, it was time for something different. Willison, a Realtor for 24 years, and her team, K/W Collaborative Real Estate and Associates, decided to raise funds for two hospitals. “They both serve the area we cover and 99 per cent of our clients use one or the other, or both.”

Party planning started five months ago

Plans for the K/W Collaborative Hospital Fundraiser Event 2025 began in February for the July date. Willison says the goal was to create an “impactful and memorable” event.

The BYOB event included appetizers, a live band, short speeches by a speaker and a patient partner from each hospital – and lots of mingling and fun.

The team collaborated with the property owners, who donated the venue. The barn venue is rustic and not zoned for events, but the owners, The Wilkinson family, reserve it for fundraising, Willison says. The band offered a charity discount rate.

Getting organized with the foundation

When the foundation asked how much she expected to raise, she decided not to put a number on it and add to her stress. Willison told them “as much as possible.”

Willison met with the hospital foundations to find out “what they needed from us for the third-party event.” 

Her questions included: How would attendees make donations at the event, (Willison says she didn’t want to process donations, pick up cheques or be accountable for the money), could she see a running donation total, how long does it take before receipts are issued to donors, if a donation is followed up with a thank you note and “if the note mentions us,” she says.

K/W Collaborative team member Michelle Bigelow says the hospital provided information about what to include on the pledge cards so the foundations could process the donations and even created a design. “We just had to print them. They also gave us a custom link to share with clients.”

Willison got the foundations’ approval before materials were printed to ensure the information was correct and no reprints would be necessary.

Getting the party started

The success of an event like this relies on the guest list. Bigelow says, “It takes community. You need donors to give. The message is important when writing and holding events.”

She says the guest list consisted mostly of people the team had worked directly with in the past, as well as guests of the venue owners, band, K/W team and hospital foundations. 

Willison secured insurance for the event, a 24-hour rider from her company’s insurer.

Because it was a BYOB event, she also provided a driver if anyone needed a ride home. A photographer was also hired to capture the special moments.

Her budget: $12,000 for 175 people with a BYOB format and a donated venue.

“It was an emotional event, touching, and everyone left feeling great,” Bigelow says.

Willison’s top tips for throwing a fundraiser 

• Get organized.

• Pace yourself and allow at least six months to plan/prepare

• Identify key supporters and venue

• Check with the hospital foundation at the beginning to find out their guidelines and what kind of help they can provide.

• Build your team but don’t cast your net too wide, says Bigelow. Otherwise the task could become too overwhelming with too many cooks in the kitchen.

• Pick team members based on their strengths.

• Consider partnering with the community for donations of products, services and venues. 

• Expect to work.  Team members and neighbours pitched in to clean the barn and her team manned appetizer stations.

• Provide custom stick-on name tags to make mingling easier

More fundraising in her future

Willison plans to fundraise every July, but to offer the large event only once every three to five years. In the meantime, she has committed to donating $5,000 per year for five years for each hospital.

The process from one hospital foundation’s point of view 

The process is different at each hospital, says Alison MacKenzie, community partnerships officer at QEII Health Sciences Centre Foundation in Halifax.

Most hospital foundations have information on their websites that make it easy for anyone who wants to fundraise, she says.

The QEII website has a DIY page that makes it easy for donors. Fundraisers fill out a form to register their event and will receive a special logo to use on their promotional materials. They can also say where they want the funds to be directed.

Donors can complete a profile page and write about their fundraising project/event and add a photo. The page will be on the hospital’s website.

There is no minimum donation. “We deal with donations of $5 to millions of dollars,” MacKenzie says. “It all makes an impact. We’re beyond grateful. We couldn’t do what we do without support. So much is needed.”

Ditto for hospitals everywhere.

Connie Adair

Connie Adair is a contributing writer for REM.

The post Behind the scenes with the team whose debut event raised $85,000 for local hospitals appeared first on REM.

When administrative demands began taking her away from the most important part of her business – her clients – Elli Davis knew it was time to take action.

Davis, sales representative and senior vice-president of sales at Sotheby’s International Realty Canada, hired licensed assistant Linda Burford 22 years ago, and everything changed. 

Toronto-based Davis says, “I was spending more time managing paperwork and logistics than guiding buyers and sellers through what is often one of the biggest decisions of their lives. I knew I needed someone behind the scenes to help keep things running smoothly so I could stay client-focused and this is (still) true today.”

Davis had been in real estate for several years and had built a database.

“At one point in the late 1980s, I had over 70 listings and realized I couldn’t give my clients the level of attention they deserved without help. That is when the term ‘dedicated real estate assistant’ was coined,” she said.

“I walked into my branch manager’s office to ask if the young lady at the front desk could work for me. That decision shaped the way I have worked ever since, managing a support team of licensed and non-licensed assistants along with a dedicated buyer agent.”

Her first assistant became licensed after a few years in the early 1990s, followed by another licensed assistant in the late 1990s. Burford was the longest-serving team member in this position from 2003.

Davis says she was looking for someone with “strong organizational skills, and ideally, someone who was licensed.”

Education was important, she said, but more than that, she was looking for someone with initiative, discretion and a calm, capable presence under pressure. 

Burford brought all of that, along with a willingness to grow alongside the business.

“My assistant must be intuitive, with a strong rapport that allows them to anticipate how I would respond or what I might need in any given situation. They must also be technologically adept, capable of navigating industry platforms with ease, conducting market research and ensuring all practices align with (Real Estate Council of Ontario) guidelines.”

Evolution of the role

At first, the role focused on paperwork, scheduling, preparing marketing materials and organizing listing details. 

As the business evolved, so did Burford’s role, expanding to include direct communication with clients and cooperating agents, managing deal flow and timelines, and ultimately assuming licensed responsibilities in client care, Davis says. 

“The position naturally grew in scope to meet the increasing demands of the business.”

What exactly do licensed assistants do? 

“A licensed assistant can do almost everything I can in terms of transactions, marketing and client communication. A non-licensed assistant cannot provide real estate advice. It’s important to understand the boundaries and ensure the assistant works within them,” Davis says.

“Having a licensed assistant allows for greater flexibility and responsiveness. They can discuss listings and market trends, attend showings and access visits, and help manage transactions in a way that a non-licensed assistant cannot. It also allows them to grow professionally, which leads to greater job satisfaction and longevity in the role.”

If you’re thinking of hiring a licensed assistant, Davis says, start by identifying what is pulling you away from client service.

How to get what you need from hiring a licensed assistant 

According to Davis, these are the top things to keep in mind when hiring:

• Do not wait until you’re overwhelmed.
• Hire with a clear sense of what you need today and how that might evolve tomorrow. 
• Invest in someone you can train and grow with.
• Look for someone who complements your strengths and who values your business as if it were their own.
• Look for someone with integrity, attention to detail and emotional intelligence. “They need to be calm under pressure, skilled in using real estate technology platforms and aligned with your work ethic. You can train someone on systems, but you can’t train attitude or intuition. I always trust my gut when it comes to hiring,” Davis says.
• Personality and compatibility are “absolutely critical.” “My assistants are often the first point of contact for clients and their demeanor reflects my brand. I have always chosen people who are kind, intelligent and empathetic, people who share my commitment to high-touch service. Compatibility is just as important behind the scenes. A strong working relationship built on trust and mutual respect allows everything to flow more smoothly.”

Saying goodbye

After more than two decades working with Davis, Burford recently retired. Learning to work without her took thoughtful planning, patience and communication, Davis says. 

“Transitions are never easy, especially when you’ve worked with someone for many years, but we approached it openly and collaboratively. Linda was instrumental in training and sharing everything from process flow to client preferences.”

Julie Ambachtsheer, her new licensed client care specialist, was given a chance to learn gradually. Davis also made sure she felt supported.

“Linda’s professionalism and Julie’s enthusiasm made it a smooth handoff.”

When hiring Ambachtsheer, Davis says she looked “for many of the same qualities — dependability, warmth, intelligence. But Julie also brings her own strengths to the role. Every hire is an opportunity to enhance the business in a new way.”

Fitting the role to current needs

As a licensed client care specialist, the difference is mostly in the title and the focus, she says. “A client care specialist is more outward-facing, focused on communication, service and client experience, whereas a licensed assistant may focus more heavily on transaction coordination.

“Both Linda and Julie’s primary focus was and continues to be client service, ensuring we provide consistent, high-level support throughout the buying and selling process. That said, there is also a level of flexibility in the team to assist with market research, database management and other behind-the-scenes tasks as needed,” Davis says.

“Since Julie joined, we have slightly pivoted as she is also actively working with buyers, which has been a natural extension of her role.”

Davis decided against a virtual assistant, she says, because “real estate is a personal business. My clients value connection and so do I. I wanted someone who could meet clients face-to-face, walk through a property and pick up on the nuances that don’t always come across over email or phone. You just can’t replace that kind of presence with a virtual assistant.”

Closing thoughts

 “Looking back, hiring that first assistant was a turning point in my career,” Davis says. 

“It allowed me to elevate the level of service I offer and build lasting client relationships. Since then, I have had the privilege of working with a team of loyal, dedicated professionals who share my values. Behind every successful agent is a strong support system.”

Connie Adair

Connie Adair is a contributing writer for REM.

The post Tips from Sotheby’s VP: Hiring an assistant that lasts appeared first on REM.

Saskatchewan’s Jordan Boyes is fueled by passion, and from the get-go, his hard work has paid off. In his first 10 months as an agent in 2010, the then-25-year-old sold 88 houses.

He completed over 200 transactions in 2014, and a year later, he opened his own brokerage. In 2024, president/broker Boyes and his brother, Jared Boyes, achieved a personal milestone, selling over $1 billion worth of real estate in their relatively short careers.

This May, Boyes Group Realty Inc. celebrated its 10th anniversary, growing from a handful of agents to more than 175 sales representatives and property managers handling residential, commercial, and farm property transactions. It also has a full property management division. The brokerage now has offices in Saskatoon, Regina, Yorkton and Battleford.

From poker to property: A nontraditional start

Boyes says he was always interested in real estate and met with a broker when he was 19. That broker told him he was too young, so in the meantime, Boyes became a professional online poker player. 

He says it was up and down, but he was “fortunate to do well.” He saved up enough to cover his expenses (he owned a house and vehicle by then) for six months. He began his real estate career after getting his licence in 2010.

Boyes started with a bang. He sold his first house in under 10 days, working other agents’ open houses and with buyers. He worked long and hard.

His passion (and energy) has not waned. Long after someone told him he would burn out, he keeps up the pace and has the same drive. 

The backbone of success

When asked about the secret to his success, he is quick to deflect attention to his administrative staff and agents. “I have amazing staff at all locations. They are super efficient and loyal. I’m super grateful. They’re a huge part of my success,” he says.

As of May 2025, Boyes Group Realty has sold more than $4.5 billion worth of real estate, not including off-market. 

The company remains 100 per cent locally owned and operated with no outside shareholders or outside money, he says.

When Boyes started in real estate, he worked for an independent company, which was sold to a franchise. He says he wanted to stay independent and was working on his broker’s licence, so opening his brokerage made sense. A handful of agents at the original brokerage “wanted to come with,” he says.

His local presence is one of the reasons those agents, and the agents who have joined him since, chose Boyes. “It’s a small community, and the money stays here. And I give out lots of leads and buyers.”

He says the brokerage also has low caps, competitive fees, no institutional advertising fees and a full-time trainer. He says he has heard that agents also value his consistent availability.

Finding a balance

How does he balance work and life? 

“I have a supportive wife (Michelle), my partner in business, and we work side-by-side. We have time during the work day” (to see each other).

He also has an evening routine with his three children aged six and under, which includes having supper and playing outside. However, he may be texting and taking calls.

Boyes says he’s a structured person, getting up at the same time and arriving at the office at the same time. “I’ve been in the office at 6:15 for 15 years.”

A hard lifestyle? He says, “It depends on what you’re driven by.” He adds that for him, it’s not necessarily money. “I need money to support my family, but I’m driven, competitive.” He says wanting others to succeed and do well “fuels me more than other things.”

Mentorship, advice and philosophy

For agents wanting to take a page from his workbook, he says, “Find out what is going to make you happy. You can’t train ‘drive’. It’s in you or not.” 

With that in mind, others should keep in mind they may not be able to keep up his pace.

He suggests finding a good mentor and a brokerage with lots of listings. “They’ll have more leads to give out.”

Boyes offers office support and training, especially for new agents. People know they can book meetings with him one-on-one. He prefers training three or four people at a time, finding that the time spent is more beneficial with smaller groups.

Another tip for success: Boyes says, “Own your buildings. It’s beneficial because there are no leases and you build equity on the back end.”

His plans for the future? Keep going at a good pace, he says.

In a recent speech, Boyes said, “You will wake up with pressure, go to bed with anxiety, carry the weight of your own expectations everywhere,” and that’s how it will be most of the time. 

But when the successes do come “take a moment to breathe and remember why you do it. The fun is the journey. You almost have to accept that the journey is the goal….Fulfillment doesn’t live at the top of the mountain; it lives in the journey and who you become on the climb.”

Connie Adair

Connie Adair is a contributing writer for REM.

The post Jordan Boyes: Betting on himself—and winning big in real estate appeared first on REM.

When Marc Cioffi was growing up, he couldn’t imagine joining his family in the real estate business, despite his father and cousin’s efforts to lure him into the industry. 

“I never had much interest in real estate. I always wanted to become a police officer because I wanted to serve my community and make a difference,” says the broker of record of Sutton Group Kings Cross in Vaughan, Ont. “I’ve always had a strong protective drive.”

He joined the Toronto Police Service in 1999 and has had a long “very great career in all different aspects of policing,” says Toronto-born and raised Cioffi.

In 2016, his father, Lucio, began thinking about retirement and asked him to get his real estate licence as part of the succession plan for the business he had enjoyed for 35 years.

“I still wasn’t interested,” Cioffi says. But the good son took a holiday from his police career to study real estate. In-person training was required at the time. He got his licence in 2018.

“An easy transition”

Much to his surprise, during his studies, he realized he liked the legal aspects of the real estate profession. 

“It hooked me. I really enjoyed it,” he says. “The ethics and integrity aspect (of policing) serve me well, but the legal aspect is also beneficial. The legal documentation in both careers must be completed accurately and consistently with the law. I found that part to be a very easy transition.”

However, when he first started working as a realtor, Cioffi says he was “disappointed with the lack of ethics in the industry.” 

His wife, Maria, suggested he open a small brokerage that would allow him to control the type of company he wanted, one that would align value, integrity and ethics.

Taking the plunge

In 2020, he, his father, and cousin, Angelo, opened Kinsby Real Estate in Vaughan.

Next, Cioffi convinced his wife to get her licence. The family brokerage of four was busy. They didn’t recruit; instead working on their own to manage their client base, many of whom were first responders and had learned word-of-mouth about Cioffi’s special attention to their community.

Finding a niche

Cioffi says his law enforcement/first responder background adds a layer of trust and integrity that his like-minded clients want. “We chiseled out a niche,” he says.

Sutton Group Kings Cross offers discounts and services tailored to police officers, firefighters, paramedics, military personnel, and healthcare workers, and provides flexible scheduling with a team that’s available 24/7 to accommodate shift work. The brokerage has civilian clients as well, but most of them are referred by first responders.

Instead of specializing in a geographic area, the brokerage focuses on the needs of its clients. First responders don’t like to live where they work, Cioffi says. 

“They have a high tolerance for a higher commute.” That means his team helps clients buy and sell everywhere in Southern Ontario.

Finding a home for the agency

In 2024, it was time to explore adopting a brand name, so Cioffi and his wife interviewed several companies. “We ended up choosing Sutton Group and in January 2025 rebranded from a small brokerage to Sutton Group Kings Cross,” he says.

They chose Sutton Group because it’s a truly 100-per-cent Canadian brand and is a huge supporter of first responders through its charity work, he says.

It supports military relocation programs and has a referral program within the brand that makes transitions easier. They also liked Sutton Group’s client-centric business model. 

Everything, Cioffi says, aligns with his values.

Business is taking off

In part because of expansion supported by Sutton, Cioffi says that in six months, his brokerage has doubled in size.

 “When we started, there were two first responders (of four agents). We now have 12 agents. Six are first responders.” 

Cioffi says first responders have different needs. At his brokerage, “everyone who attends an open house is required to provide identification with a driver’s license. The normal civilian may think that’s not necessary, but for first responders, it’s their home and they have extra sensitivities to safety.”

To ensure everyone understands clients’ needs, “we have a three-stage interview process followed by a 90-day onboarding program where the individual will have tasks to complete.”

Much like the first-responder jobs that require a probationary period, the brokerage evaluates during onboarding to ensure the agents have what it takes to serve the community.

“To my knowledge, we’re the only ones who cater to first responders,” Cioffi says. 

“Sutton Group is so excited. They plan on implementing (a first-responders program) nationwide with special training to handle first responder clients.”

In addition to relying on referrals, the brokerage advertises in magazines and on websites, and on social media that cater to the first responders.

Giving back to the community

Sutton Kings Cross (currently based in Vaughan but soon to be moving to new digs in King Township) supports first responders through charity events such as Gloves Up, a boxing event that raises money for Beyond the Blue, which supports first responder mental health.

It also supports the annual Holly Jones golf tournament. Funds raised benefit the Dovercourt Girls and Boys Club. The company also sponsors police and fire sports teams.

“Don’t let anyone tell you ‘you can’t.’”

Anyone changing careers is likely to meet naysayers, but Cioffi offers this advice about making a career change: “Don’t let anyone tell you ‘you can’t’ transition from one career to another. That’s the person talking to you telling you they can’t. If you are passionate and motivated, you can be effective.” 

Connie Adair

Connie Adair is a contributing writer for REM.

The post ​​From badge to broker: Marc Cioffi’s mission to serve first responders through real estate appeared first on REM.

The idea-prolific CEO of Heaps Estrin Real Estate Team came up with the city-facing mural initiative, which she says allows the team to give something lasting back to the neighbourhoods they serve while spotlighting Canadian artists.

In addition to beautifying the communities where they have had a lot of activity, she says the murals are a way to introduce themselves to new neighbourhoods.

Although the first three murals adorn Heaps Estrin properties, they will appear on a variety of other buildings as Heaps secures more walls throughout the city.

She says building owners have been receptive. Some are offering their walls for free (in return for the beautification project) while others are charging a fee.

“We rent the spaces from landlords, who have the rights to the walls,” she says. “While we don’t check with the building owner on the specific design, they approve us using the space for a mural. Our team collectively chooses the artist.”

Calls for proposals are sent out through several agencies and websites catering to mural artists.

“There has been an incredibly favourable response from talented artists,” she says.

Bringing art to life

From start to finish, the process can take three to six months. First, locations need to be identified and secured, a call for proposals is made, the installation selected, and the mural created, Heaps says.

It’s not an inexpensive endeavour. The cost depends on the size of the wall (so far the largest mural is 20×30 feet). Artist compensation can run in the five figures, she says.

Global artistic talent

The first installation of 2025 features internationally recognized artist Jacquie Comrie, whose work has been featured around the world.

“Jacquie grew up in the community and is a strong forward-looking person,” Heaps says.

Comrie is a Panamanian multimedia artist, mother and mental health advocate in Toronto.

“Personally and professionally, colour is her medicine and language of emotion. Her work is grounded in the belief that colour can be a tool for wellness, healing and emotional connection,” her bio says, adding, “with our current crisis in mental health across the globe, Jacquie seeks to reimagine public art while creating spaces of healing accessible to everyone.”

Comrie’s work joins that of Toronto artist Chris Perez, whose mural (the first in the initiative) was commissioned in 2021. Heaps had seen Perez’s work on a building on Gerrard Street and reached out.

They met and “became buddies,” she says. She gave him carte blanche to create a floral mural that reflects the Leaside community.

Perez is a Filipino abstract painting and mural artist, whose influences are derived from street art, graffiti, murals, abstract art and expressionist painting, his bio says.

The third mural is by American multi-media artist Maxine McCrann, who is based in Toronto. The mural is featured at another of Heaps’ unique marketing concepts, The Lobby, a modern home and lifestyle boutique, art gallery and intimate event space.

McCrann’s bio says, “She believes in slowing down, taking a breath and staying for dessert, striving to capture the little in between moments that make life so beautiful.”

West-end project coming

The soon-to-be-unveiled mural in the west-end Junction neighbourhood will be “more literal and tie back to the brand as the company introduces itself to a new community,” Heaps says.

It will highlight the team’s mascot HERB, a 1993 Subaru Sambar that makes appearances in community parades, local fundraising events and Heaps Estrin parties. She says HERB has become a familiar sight in the company’s communities.

Marketing expertise

Heaps, who has a Bachelor of Commerce with a major in marketing and worked in advertising before her career in real estate, doesn’t rely on conventional advertising.

One in a long list of creative marketing initiatives, the mural project will “transform blank urban walls into vibrant works of art that lifts spirits, sparks conversation and reflects the city’s diversity,” says Heaps, who has ties to the art community and an art gallery at one
of her office locations.

The president, CEO and broker of record is recognized as a thought leader, regularly sharing her insights with local and national media.

She was recently recognized by the Women of Influence+ organization, the RBC Canadian Women Entrepreneur Awards and was inducted into the Royal LePage National Chairman’s Club hall of fame in 2023. She is also a supporter of many charitable organizations.

Plans are underway for more murals. Artists and anyone who wants to submit walls for consideration are asked to contact Jane McIver, director of marketing at jane@heapsestrin.com

Connie Adair

Connie Adair is a contributing writer for REM.

The post How Cailey Heaps is transforming Toronto with city-wide mural initiative appeared first on REM.

“This is such an important topic, especially as the agent-client relationship continues to evolve beyond just the transaction,” says Picton, Ont.-based sales representative Rob Plomer of Chestnut Park Real Estate Ltd., Brokerage.

Building a trusted network of suppliers

For Plomer and sales representative/business partner Kate Vader, it all starts with trust. “We only recommend professionals we’ve either personally worked with or who come highly endorsed by clients or colleagues we know well in our network. It’s not just about skill or price point, it is about consistency, communication and how they treat people. If someone doesn’t reflect the level of care and service we offer our clients, it’s hard for us to put our name on it. This can also be a little like match-making with personalities working toward best results when bridging these connections.”

Broker Jeffrey Kerr of Re/Max Prime Properties Unique Group in Toronto agrees, saying, “When I’m asked for a contractor recommendation, I will refer tradespeople who I have met and vetted. They have either worked for me personally, or I’ve seen their work, or a client has recommended them.

Transparency builds confidence

“I will be up front with my clients regarding the history that I have with a contractor. This helps give them confidence that I’m providing reputable referrals. Not all jobs go smoothly, but a reputable contractor will work with you to resolve any challenges along the way.”

Kerr says he’s not afraid to advocate on behalf of his clients. “For example, my clients were paying for a property survey, and the surveyor I recommended did not install a corner survey pin. Even though it wasn’t technically required, my clients wanted to have the pin in place so there was no confusion surrounding the property boundary. I spoke with the survey company, and they agreed to send a crew back to install the corner pin.”

He says if a client has a bad experience with a contractor, he speaks to both to understand what happened (“there are always two sides to the story”), then he will make a decision whether he will continue to refer the contractor.

Set realistic expectations with clients

Plomer says, “No matter how carefully you vet, not every experience will be perfect. We make it clear that these are suggestions, not guarantees. We encourage clients to do their own research and get multiple quotes if it’s a major service, similar to an owner approaching the sale of a home or property…You can do a fantastic job, however, no one forgets how you made them feel at the end of the day.”

It’s also important to be upfront with clients if you don’t have a referral for a specific trade, Kerr says. “For the first 25 years of my real estate career, I didn’t have a plumber that I trusted and would recommend. Thankfully, now I do.”

When someone asks for a contact or help, before referring, Plomer says, “We keep these things in mind. Have they delivered consistently good results? Were they responsive, respectful and professional? Do they bring a collaborative mindset, or are they transactional?”

Specialized needs require thoughtful referrals

A big part of Kerr’s business is working with people with disabilities. “These clients often have very specific needs when it comes to home renovations. I am very careful to only recommend contractors that have the necessary experience and expertise.”

“We’re also very transparent and do not accept referral fees. We want clients to know that any recommendation we make is purely based on merit, not money. That helps maintain trust and keeps the focus where it should be on delivering great outcomes.”

Disclosure and ongoing integrity in referrals

Kerr says, “Referral fees from contractors must be disclosed and an acknowledgement signed by the clients. In Ontario, RECO Bulletin No. 3.3 outlines the requirements related to direct and indirect financial benefits that must be disclosed to clients. And OREA Form 610 can be used to disclose finders’ fees, rewards, referral fees and incentives.”

Be open to new business and service options—they do become available as the world and technology evolve. “We are always open to trying new things and supporting new businesses and services, just like many of our clients do,” Plomer says.

Prioritize trust over incentives

Advice for newer agents? He says, “Do: Start small. Recommend only people you genuinely trust, and listen carefully to client feedback. Don’t: Add someone just because they asked you to or because there’s a referral incentive. It’s not worth the risk to your reputation.

“Ultimately, a great working supplier across all industries and service providers is an extension of you and your brand,” Plomer says. “It’s about curating a network that supports your clients long after the keys are handed over, and that’s where real value lives.”

Connie Adair

Connie Adair is a contributing writer for REM.

The post How to curate a trusted supplier list for past, present and future clients appeared first on REM.