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.

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.

Editor’s note: The following interview was originally published in a REM special edition print magazine released Oct. 7 at the Re/Max Activate conference.

Steven Liambas of Re/Max Noblecorp Real Estate has built a solid luxury business in the Toronto area, based on innovative marketing tactics, personal touchpoints with clients and keeping on the cutting edge of technology and tools. In this interview, he shares the strategies that have helped big level up in the industry. 

Q: How did you first get into real estate?

A: Before real estate, I worked at a sports nutrition company where I built close relationships with NHL athletes. While I loved that experience, my passion was always marketing, architecture and luxury real estate. With my network of professional athletes, my marketing background and the credibility of having a brother who played pro hockey, I carved out a niche in athlete relocation — and quickly found success in luxury real estate.

Q: Why did you choose to be a solo luxury agent?

A: Eight years ago, I saw a gap in how agents built their own brand alongside their brokerage. I spent six months creating a personal brand before launching my career, treating myself as the product. I wanted full creative control, especially in luxury marketing. Over the years, that vision has evolved into a brand known for creativity and distinct property promotion.

Q: What roles do you juggle today?

A: My main focus is marketing and building my brand, especially by leveraging AI to stay ahead. Setting myself apart from other agents is a priority, and I’m constantly introducing new marketing tools and strategies to promote my luxury properties. 

At the same time, I handle all day-to-day real estate duties — showings, listing presentations, negotiations — so my clients always get a personal, hands-on experience.

Q: Give us a snapshot of your business today.

• Brokerage: REMAX Noblecorp Real Estate
• Markets: Toronto, Vaughan, Kleinburg, Woodbridge, King City, Nobleton, Etobicoke
• 2024 Production: 32 transactions | $24.5 million in sales volume
• Business mix: Balanced between buyers and listings
• Support: Solo agent, with brokerage admin support, plus a marketing consultant and media company

Q: What early investments shaped your business?

A: First, I built my personal brand with a designer. Second, I committed to high-quality media and video production for every listing. Third, I embraced technology, especially AI and digital tools, to stay ahead of trends and deliver standout marketing.

Q: What advice would you give a solo agent making their first hire?

A: Focus on creating a strong personal identity first. If branding and marketing aren’t your strengths, outsource them. Freeing up your time to focus on clients is the smartest investment you can make.

Q: What are your top lead sources?

A: Referrals are my number one source of business, and they often come from past clients who introduce me to their family and friends. That foundation has become the biggest driver of my growth. My second source is social media, particularly Instagram, where I showcase both my brand and my listings. Third is networking. I am always building new relationships, no matter where I am, and that consistent effort continues to expand my reach.

About 75 per cent of my marketing budget goes to media production, from high-end video to lifestyle shoots. I’ve even used a replica Batmobile to promote a Batman-inspired home. The rest goes to social ads and bus ads in key markets.

Q: If you had to cut one channel tomorrow, which would hurt the most — and why?

A: If I didn’t have my referral base, it would affect my business tremendously. My entire model is built on providing the best possible client service, which not only achieves their buying or selling goals but also builds long-term trust. That naturally snowballs into referrals, and it is the foundation that sustains everything else I do.

Q: How do you handle new leads?

A: I respond within minutes. Leads go straight into my CRM, followed by a call, Zoom, or meeting. I pre-qualify, set expectations, and create trust immediately. On average, it takes one touch to get an appointment and three to four touches to secure a contract.

Q: Do you use any ISA/assistant support, or do you handle all leads yourself?

A: I personally handle all leads because I believe people are reaching out specifically to work with me. They want my expertise and guidance, not to be passed along to someone else. Keeping it personal builds stronger relationships and ensures my clients always feel taken care of.

Q: What’s in your tech stack?

• CRM: Website backend + Realm + Excel + Mailchimp
• Website/IDX: Custom site with market data, newsletters, buyer/seller guides
• AI: Used daily for brainstorming, marketing, and media
• Other tools: Photoshop for visual assets

Q: How much do you reinvest into the business?

 A: About five to 10 per cent of revenue goes into marketing, which includes advertising, staging, and property promotion, and 10 to 15 per cent into my media company partnership. They help bring my vision to life, from showcasing properties to implementing AI-driven tools that elevate the overall marketing experience.

I don’t track cost per lead the traditional way. ROI for me is measured in service quality and referrals. My healthy ROAS is four to five times.

Q: Who are the best-fit clients for your approach?

A: Luxury-focused buyers and sellers who value creativity, expertise, and a calm, informed process. My motto is simple: “When you know, you know.”

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

A: The first priority should be building a strong personal brand. Invest in creating an identity that sets you apart from other agents. If you do not have the skill set to bring it to life yourself, work with a professional agency or media company that can. Strong branding combined with polished media for your listings is the fastest way to stand out, attract new clients, and build credibility.

Q: What’s the minimum viable follow-up cadence you’d recommend?

A: Consistency is more important than intensity. At a minimum, stay in touch with leads and past clients monthly, whether through a newsletter, market update or personal check-in. The key is to make sure you are always first top of mind when real estate comes up in conversation.

Lightning round

• Market insight: Luxury is stronger than people think — well-presented homes still move in shifting markets.
• Tech you’d fight to keep: AI
• Marketing hill you’ll die on: Presentation is everything.
• Agents fail because… they lack consistency and don’t build a brand.
• Solo agents win because… they create identity, build relationships, and deliver a personalized experience.

The post Agent spotlight: Q&A with luxury leader Steven Liambas appeared first on REM.

“I didn’t know the pay structure, I didn’t know the day-to-day, I didn’t know anything,” she says. “I wasn’t one of those people who got into real estate thinking it was easy money. I just… didn’t know.”

Her first deal came quickly, a Kensington Market investment property owned by her mother, but it wasn’t a handout.

“They treated me like any other agent,” she says. “I had to know the answers, handle the tenants, manage PPE showings in peak COVID. And then my first actual deal came off a sign call on that property.”

That early start was followed by a long, quiet stretch. Six months passed before she closed another transaction.

Cold calls, clause manuals and a team

To fill the gap, Ettinger pulled up her LinkedIn and cold-messaged every single connection. She ran Facebook ads and called the leads herself. Without support at her first brokerage, she learned the paperwork by reading through the clause manual and piecing offers together line by line.

It was exhausting and not especially fruitful. “I was 20. None of my friends were buying or selling. I didn’t have anyone feeding me business.”

The answer, at the time, was joining a team. “I wanted business, but I also needed mentorship,” she says. 

For nearly a year, she learned from watching listing appointments and buyer consultations. It gave her experience she wouldn’t have had otherwise, but eventually the numbers didn’t make sense. Her own business was starting to grow, and she found herself giving away half of what she earned.

By late 2021, she was ready to move on.

Three TikToks a day

Around that same time, Ettinger’s fiancé pushed her to try TikTok. “I thought it was silly. I didn’t want to dance on camera. But he kept telling me it was important, so I started posting.”

For nearly a year, she posted three videos a day. “It was very basic at first; down payments, land transfer tax, what Humber courses cost. I tried everything to see what would stick.”

It worked. Within six months, she was getting clients from social media.

“Viral videos don’t convert. They boost engagement, sure, but business comes from value. Every piece of content I put out has to teach something…something you didn’t know before.”

Live videos were especially effective. “I’d go live for an hour almost every day. Most of the comments weren’t useful, but every so often, someone would ask about buying in a specific neighbourhood. I’d talk to them, screenshot their username, and follow up afterwards. That’s how I started to really convert business.”

The viral snowfort

Her most widely shared video, a mock listing for a snowfort during Toronto’s overheated 2022 market, reached nearly two million views on TikTok and was picked up by outlets like BlogTO.

“It didn’t bring me clients,” she says plainly. “But it catapulted my engagement for future videos and expanded my reach. The people who hire me come from the stories, the value, the proof that I’ll fight for them.”

‘I’m not a creator’

One line Ettinger repeats often is that she doesn’t see herself as a content creator.

“Where some Realtors get mixed up is that they go from being Realtors to being content creators. I’m not that. I’m a Realtor. I create content to get clients. If the apps went away tomorrow, I’d still be a Realtor. I’d just adapt.”

That mindset has shaped her approach. She treats her TikTok and Instagram accounts as ways to meet people, but pushes them toward her website, where contact forms feed into her CRM. She writes a weekly newsletter that mixes market updates with anecdotes from her life.

“By the time people reach out, they’ve already decided they want to work with me,” she says. Her conversion rate is much higher than most agents report – in her words, “substantially higher, probably like 75 per cent.”

Systems and consistency

By 2023, the challenge wasn’t getting attention – it was keeping up. “I was busy with clients and didn’t have time to film. My pipeline dried out.”

Her solution was hiring a content manager to edit, post, and help her batch-produce clips from a podcast she records in her home studio. About three-quarters of her current content comes from those podcast clips; the rest are real-time updates and short advice videos.

It’s a system designed to keep her business steady, even when she’s busy.

Looking ahead

Now five years into the business, Ettinger says she still enjoys creating content but only because it connects her with clients.

“I’ve always been open with sharing parts of my life. People feel like they know me before they meet me, and that makes it easier to work together.”

The consistency shows. Nearly half of her clients today come directly from her online presence. The rest come through referrals and her growing sphere.

She has no plans to stop posting, but she makes it clear she’d still be fine if the platforms disappeared tomorrow.

Andrew Fogliato

Andrew Fogliato – The G is silent –  is the owner of Real Estate Magazine and Just Sell Homes. He mostly talks about marketing but sometimes ventures into other topics in the real estate world. Sometimes he also writes bios in the 3rd person.

The post Realtor first, creator second: Anya Ettinger talks winning business online 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.

Editor’s note: The following interview was originally published in a REM special edition print magazine released Oct. 7 at the Re/Max Activate conference.

Known for their powerhouse presence in Kelowna, B.C. and beyond, sisters Tamara and Shannon Stone have built one of Canada’s top-producing teams. With over $210M in 2024 sales volume and nearly $240M year-to-date in 2025, the Stone Sisters are redefining what team leadership looks like in Canadian real estate.

REM: How did you first get into real estate?

Tamara: Our parents were in the business, so we grew up learning how to negotiate. I was drawn to the freedom and the fact that there’s no cap on earnings.

Shannon: Tamara asked me for years to join her, but I pursued a business degree and worked in marketing first. Ironically, when she stopped asking, I finally decided to join. We planned to train together for six months — and never stopped.

Q: When did you decide to build a team — and why?

Tamara: I sold real estate for 10 years before Shannon joined me. With her marketing acumen, we quickly scaled, but soon we were dropping balls. We hired an admin after her first year and then our first licensed agent in 2010.

Shannon: From the beginning, I wanted us to run real estate like a business, not just as agents. Building a team was always the vision.

Q: What roles do each of you play today?

Tamara: I coach our agents and focus on skill development. I also still attend CMA presentations with our agents.

Shannon: I lead marketing and operations while also co-leading recruiting and vision. We both coach and train through weekly meetings and one-on-ones.

Q: Give us a snapshot of your business today.

• Agents: 12 (including Tamara and Shannon)
• Staff: Five (three in-office: office manager, listing coordinator, marketing assistant; two virtual staff for showings, feedback, and reports)
• Markets served in B.C.: Kelowna, Peachland, Big White, Lake Country, West Kelowna
• 2024 production: 222 sales | $210,828,222 GSV
• 2025 YTD: 187 firm sales | $240,199,600 GSV
• Staff-to-agent ratio: One staff member for every three agents

Q: What were your first key hires that changed the business?

Tamara: Hiring a rockstar office manager, then a marketing director — Shannon had the ideas, but we needed someone to implement. Adding listing coordinators was also a game-changer.

Shannon: Our first admin and two agents were critical. Later, hiring virtual staff for phones and showings, and a listing coordinator, streamlined operations dramatically.

Q: What advice would you give a team leader making their first hire?

Tamara: Make sure you have enough business to support — agents join teams for leads.

Shannon: Hire slow, fire fast if needed. Identify the tasks you shouldn’t be doing and delegate. Create systems so new hires can take 80 per cent of the work while you focus on the 20 per cent that requires your touch.

Q: What are your top lead sources?

Tamara: Agent referrals, past client referrals, and leads from listings.

Shannon: Repeat and referral, brand awareness (mail-outs, bus benches), and social media. Our marketing budget is about 40 per cent past client, 25 per cent referral, 25 per cent marketing, and 10 per cent miscellaneous.

Q: How are leads routed and followed up?

Shannon: Leads go into our CRM and are assigned by our director of leads (round-robin for generics, best-fit for others). If it’s a referral or listing, Tamara or I handle the first call. Leads then move into drip campaigns based on category. After the transaction closes, we personally follow up and thank clients.

Q: What’s in your tech stack?

• Website: StoneSisters.com
• Automation: No dialer/text automation
• AI: Website bot for instant replies
• Finance: Excel + Hubdoc
• Other tools: ChatGPT

Q: How do you invest back into the business?

• Marketing: 6.2 per cent of revenue
• Staff/operations: 8.1 per cent of revenue
• Profit goal: Maintain 40 per cent profit, 30 per cent COGS, 30 per cent expenses

Q: What kind of agents thrive on your team?

Shannon: Hungry, smart, and a team player. New agents usually get their first deal in two to three months. Follow-up and exceptional customer service are rewarded. No follow-up? No leads.

Q: Advice for smaller teams?

Shannon: Your next hire depends on your bottleneck. If you don’t have lots of leads, an ISA doesn’t make sense — start with a transaction coordinator. Invest in social media ads and client engagement.

Lightning Round

• Favourite Canadian market truth: Referrals and repeat clients always outperform ads in ROI.
• One tech you’d fight to keep: Our CRM
• One marketing hill you’ll die on: Be in front of people.
• Agents fail because… they hide behind screens instead of connecting.
• Teams win because… of efficiency, processes, and marketing reach.

The post Agent spotlight: Q&A with Kelowna’s Stone Sisters appeared first on REM.

Bundling up in layers is de rigueur for adults and kiddos alike. “If you look good, you’re probably cold,” quips Kim Knutson, who’s been president of the Northwest Territories Association of Realtors (NWTAR) for the past four years. 

Knutson is pleased to report that recently, the NWTAR succeeded in its push to be upgraded to membership in the Canadian Real Estate Association as a territorial association. This carries more voting clout than its previous designation as a local association member. 

“Now we get two votes at the annual general meeting,” says Knutson. 

 While that doesn’t sound like much, it’s double what it was.

Here’s the thing. The real estate association for the NWT has under 25 members across less than a handful of brokerages, according to Knutson. Among the latter is the Re/Max office she opened in the capital city of Yellowknife several years ago. 

Population, prices, and housing market challenges

The reality is that all three of Canada’s northern territories have extremely low population density. The NWT, home to about 46,000 people (half of them in Yellowknife), lags behind the Yukon but ahead of Nunavut in terms of numbers. NWT is not in danger of overcrowding any time soon, except in its homeless shelters, which are reported to be in dire need of long-term solutions. 

Averaging around $540,000, home prices in the NWT are high, as is the cost of living. (Knutson recalls her alarm at receiving a $700 heating bill her first month in Yellowknife).  Inventory is low, often coming up against issues including land rights claims and restrictive government policies. But the housing market overall is doing well and is currently reasonably balanced, in Knutson’s observation.   

“There’s a lot of opportunity, like an old frontier town. There’s a young, active community. It’s a great place to raise kids.” 

Unique homes and remote realities

The homes themselves can be unique and full of character, she adds. “There’s a lot of modular/trailer housing; a lot of military coming and going; a lot of young people trying out the North; a lot of new Canadians. We don’t have cookie-cutter neighbourhoods.”

There are plenty of far-flung settlements, and among the challenges facing agents is selling homes in remote communities they’ve never seen, Knutson explains.        

In her role as NWTAR president, occasional conflict is unavoidable. Late 2023 was particularly newsworthy for the pint-sized association in this regard. It got slapped with a Competition Bureau ruling and entered into a consent agreement to resolve concerns around anti-competitive membership practices stemming from denying membership to licensed agents who wished to compete remotely in the NWT.

Explains Knutson: “We had a mandate that agents had to live in Yellowknife to sell real estate here. We rectified that quickly. We’d thought we were protecting the integrity of our industry.”  

Collaborating with Alberta

In helping the association move forward from this setback and modernize practices, Knutson believes that one of her best decisions was reaching out to the much larger neighbouring Alberta Real Estate Association (AREA) for assistance and collaboration. 

“They’re now our executive officer. We have access to their vast library of courses and education, and are updating bylaws and adapting their forms.” She expects there will be member pushback but she’s undeterred.  

“Our forms are from the 1990s. We really need to up our game.”

Limited by size, NWTAR previously struggled with managing bylaws, professional development, ethics complaints, impartial disciplinary processes, strategic planning and the like. Now it mirrors Alberta’s processes, explains Knutson.

“We’ve accomplished so much.”

She considers herself a progressive leader and is grateful for the helping hand of the Alberta association’s Kate Bailey, who now provides NWTAR’s executive officer services. “She’s the wind beneath my wings.”

Responds Bailey: “Kim has led with clarity and professionalism.”

Personal journey and resilience

Initially from Vancouver, Knutson has lived in Yellowknife for almost 30 years. A grandmother of two, she has no plans to leave. In her early days there, though, she was overwhelmed with homesickness. She began to appreciate NWT more (“such a lovely sense of community, such magical bright blue skies”) once she began a federal government job in IT support. 

She’s worked in real estate for the past decade (“I was 50 when I started”), doing her best to hold steady through both personal hardship and turbulent times.

In a move that could have been disastrous, she launched her Re/Max office in Yellowknife two weeks before the pandemic hit. (“If I’d known what was coming, I’m not sure I’d have gone ahead. I was running on adrenaline.”) She waited, using the downtime to get her systems in place. 

Several months later, her husband died suddenly from a burst aneurysm. “Due to lockdown, I couldn’t even go on the Medevac with him.” 

This horrendous experience woke her up to the realization that “all these things can be lurking under the hood.” From this sprang her philosophy about the importance of a life/work balance, which she’s managed to carry forward with her.

“Real estate can drag you through the wringer. I don’t have a sales quota for my agents. We’re not here to take over the world.”

Her advice to women in the business: “Stop being afraid to be in leadership roles. We don’t give ourselves enough credit for the knowledge we have.”

And for one and all, she has this tip. “Get your hardest tasks done early in the day so they don’t get ahead of you.”

As for her final observation on the Northwest Territories, it’s this:

 “I’m pretty sure we’re all vitamin D-deprived.” 

Susan Doran

Susan Doran is a Toronto-based freelance writer who has been contributing to REM since its very first issue.

The post Breaking barriers in the North: Knutson’s push for progress appeared first on REM.

While his parents urged him toward a conventional path, he veered toward studies in anthropology, psychology and geology — not the typical origin story of a corporate leader.

Yet decades later, Kottick stands at the helm of Re/Max Canada, guiding the nation’s most recognized real estate brand at a high-stakes moment when the industry demands steady leadership.

Born to parents in academia and engineering, Kottick graduated from the University of Toronto during an oil industry downturn, which forced a change in direction. After briefly working as a computer programmer and systems analyst, he discovered his true calling in real estate while employed as a business analyst, setting the foundation for a career in the industry.

Kottick’s professional path includes several tenures at Royal LePage. He also served as VP of technology and business development at the Toronto Real Estate Board at the turn of the millennium. He worked with the real estate division of a Paris, France-based company, Trader Classifieds, and later became CEO of a company specializing in virtual tours, based in Ann Arbor, Michigan.

In 2014, his career evolved to the executive level of Peerage Realty Partners, where he spent five years, during a time when the company was acquiring firms across North America. One major acquisition, Sotheby’s International Realty Canada, led to his appointment as president and CEO, a role he held for six years.

New beginnings at Re/Max

While at Sotheby’s, Kottick was approached by a headhunter with an unexpected opportunity: to lead Re/Max Canada as its president. 

“At the time, I really wasn’t overly interested,” Kottick said in an interview with Real Estate Magazine.

What sold him on the opportunity, he said, was hearing about the vision Erik Carlson, CEO of Re/max Holdings, Inc., had for the company. 

“They were working on building the real estate brokerage of the future,” said Kottick. “So all of a sudden, I started to get very interested in it, and then, I started to say, ‘Yeah, this is the place I want to be.’”

Kottick was announced as the new Re/Max president at the end of April.

‘Brokerage of the future’

For Kottick, keeping Re/Max on the leading edge begins with acknowledging that the real estate industry is undergoing profound change. 

Traditional models are unlikely to survive much longer, so the company must rethink its role and the value it delivers. This means ensuring that Re/Max offers products and services that not only strengthen its franchises, said Kottick, but also empower its agents to succeed in a competitive, evolving marketplace.

A central part of this transformation is technology. Kottick recognizes the disruptive influence of artificial intelligence, not only in society but in real estate, specifically. To remain ahead, Re/Max must anticipate how AI will reshape business practices and embrace it.

Equally important to Kottick is the leadership team driving this vision. He credits Denver-based Carlson, who joined Re/Max two years earlier, with assembling a forward-thinking group of business titans at the helm, including leaders such as Travis Saxton, who joined Re/Max Holdings in January as executive vice-president of strategy, and Chris Lim, also new to the company in 2025 as its chief growth officer.

Reckoning for the industry

For decades, Canada’s real estate industry has sold itself on trust, with agents cast as the guides through some of life’s largest financial decisions. But two serious events that came to light this year disrupted that carefully maintained reputation.

In Ontario, the iPro Realty Ltd. scandal revealed a multi-million-dollar shortfall in the brokerage’s trust account, leading to its accounts being frozen by the Real Estate Council of Ontario, and its branches being closed entirely, displacing more than 2,400 agents across the province in August. 

Earlier this year, Calgary’s Re/Max Central caught the media’s attention with a Ponzi scheme controversy, with its former agent Eric Drinkwater at the center of both criminal and civil court challenges. (Kottick, only months into the job, decided in May to cut ties with Re/Max Central). 

Together, these crises expose not only the vulnerabilities in how the industry is regulated, according to critics, but also the fragility of public faith in those charged with safeguarding one of the country’s most important markets.

Negative headlines have amplified concerns about professionalism and agent behaviour, putting pressure on agents to prove their credibility in an increasingly skeptical market. Kottick acknowledges the challenge, calling it a defining moment for the industry.

In this climate, Re/Max holds a distinct advantage, he says. As one of the most prominent real estate brands in Canada, it enters the conversation with credibility. But reputation alone, Kottick argues, isn’t enough. Agents need tools, resources and professional standards that actively reinforce that trust.

At the same time, the industry is undergoing what Kottick describes as a “flight to quality.” According to him, the market is polarizing between discount brokerages and full-service firms, with top producers gravitating toward environments where excellence is the norm. Re/Max thrives in this space, he explains, offering agents a supportive brand and innovative technology, which allows them to elevate their businesses.

He said recent events have also shifted marketing tactics, describing an emerging trend of agents leaning into the brokerage name for recognition, rather than building a brand based on their individuality.

“We went through this phase where agents were always about their own personal brand,” Kottick said. “But because of all the media attention on the bad actors out there, I think consumers are looking again for a brand they can trust. Brand has become important again.”

Restoring public trust

For Kottick, rebuilding public trust in real estate requires stronger collaboration between industry leaders, associations, and regulators. He stresses that regulation, while important, must be informed by those who actually understand the business.

Too often, decisions are made without input from practitioners, resulting in rules that may not reflect the realities of the industry, he said. As he put it, “You wouldn’t build a medical board without doctors at the table,” and real estate should be no different. Ensuring that experienced professionals are part of the policy-making process is critical to creating fair, effective oversight, he said.

At the same time, Kottick acknowledges that no system can eliminate every issue. “Things happen,” he said. “You’re always going to have unavoidable events that you can’t predict. You just make sure you have mechanisms so they don’t repeat themselves.”

Market outlook 

Kottick remains optimistic about Canada’s housing market, even amid softening conditions in some of Canada’s biggest cities, like Toronto and Vancouver.

He emphasizes that the country has long struggled with a chronic housing shortage that’s relative to population growth. This imbalance has only deepened in recent years with historic levels of immigration, creating sustained pressure on both the ownership and rental markets.

Borrowing conditions further support demand, he said. With interest rates at relatively low levels — and the possibility of further reductions ahead — capital remains accessible. 

At the same time, Kottick said there is a significant pool of pent-up buyers waiting to re-enter the market. 

While uncertainty around tariffs has slowed momentum in 2025, Kottick views this as a temporary hurdle. He believes the Canada-U.S. trade dispute will ultimately be resolved, clearing the way for a rebound. 

“Once this is fixed, the floodgates will open,” he said.

Kottick also argues that Canada’s foreign buyer ban has unintentionally worsened supply constraints. He said that many people don’t realize that new condominium projects require 70 per cent of units to be presold before construction can begin, and foreign investors have historically provided essential funding. By cutting off that capital, the government has stalled the new housing supply. 

He said while the policy may seem appealing politically, “optically, people don’t understand that it actually has an adverse effect.”

Advice for thriving in a challenging market

For Kottick, difficult markets separate the best agents from the rest. He said that when conditions turn tough, top performers don’t slow down — they ramp up.

Instead of retreating, they return to fundamentals: connecting with their networks, reaching out consistently, and staying visible.

“The best agents never take their foot off the gas,” he said.

He recalls the early days of the pandemic as a prime example. Many agents treated the disruption as a break, only to struggle restarting their businesses later. Meanwhile, those who stayed active — calling clients, farming their markets, and maintaining relationships — were ready when demand surged.

Kottick advises agents to focus on “the little things” — regular client touches, consistent follow-ups and nurturing relationships.

A modern brand 

From a Mississauga kid curious about people, to a C-suite executive focused on standards and cutting-edge tools, Kottick’s through line is simple: credibility first. As the market finds its footing, he’s betting Re/Max’s future on the quiet work of better advice, steadier leadership and results you can measure.

Courtney Zwicker

Courtney Zwicker is a digital reporter and associate editor for REM. Based in Atlantic Canada, she has over a decade of experience covering daily business news.

The post The next chapter for Re/Max Canada: Back to fundamentals, forward with AI appeared first on REM.

“Now I’m the grandmother,” says Donovan, who recently turned 60 and confesses to having “five towers of notebooks” in lieu of a digital planner. Being a top dog, she also readily admits that she’s “never sold a stick of real estate” in her life.   

Don’t let any of that mislead you. A veteran in an industry where women still tend to be underrepresented in top-level management, she’s a force for progress in a province where the number of Realtors has doubled in the past five years.

“Real estate leadership is evolving,” she says. “There was still a glass ceiling when I started. I’m seeing that crumble, which is wonderful.”   

Coming home to her roots

A proud Islander – land of red sand beaches, Anne of Green Gables, lighthouses and signature potatoes – Donovan has been with the P.E.I. association for almost 15 years, overseeing strategic direction and managing operations.

She was born and raised on the island, the smallest and most rural of Canadian provinces, left to become a paralegal at age 19, and went on to spend a couple of decades in Ontario working in real estate association management, most notably as assistant director of board and member services for the Ontario Real Estate Association. While her colleagues headed to law firms, she was keen to dive into real estate professional standards and the like. 

“I left P.E.I. and never thought I’d come back,” she recalls. “But life happens and priorities change.” She had some tough knocks, including a marriage breakdown. She called her mother and said, “I think I’ll come home.” 

A ‘fearless, strong leader’

Within weeks of being back in P.E.I., she’d landed the job with PEIREA, headquartered in Charlottetown. 

Tim Jackson, current president of the association, says that watching Donovan work a room is something to behold. “She truly shines in the broader organized real estate world. In a room of 400-plus people, she’s instantly recognized, greeted with open arms, warm smiles, and heartfelt hugs. The connections she’s cultivated across the country speak volumes.”

Adds Nicole Foster, Donovan’s executive assistant, “as a woman in this industry, having a fearless and strong leader like Peggy to look up to is priceless.”

Donovan accepts acclamation without false modesty. “I feel respected and that I bring value to the table,” she acknowledges. “I’m at a point in my life where I am who I am, and I know my stuff. And if I don’t, I’ll ask. I’m comfortable in my own skin.”

She urges the younger demographic now entering the industry not to be afraid to speak out and ask for what they want. “It starts a conversation. There’s no such thing as a dumb question.” 

Moving the industry forward

The real estate community in the Cradle of Confederation isn’t large. “Everybody knows everybody,” says Donovan. “That’s a double-edged sword. Members may balk at following the processes in place,” which leads to some challenging days for her at the office. 

To complicate matters, the industry in P.E.I. is not well-regulated, in her view. “Change needs to happen.”  

Along with advocacy, raising the bar regarding protection for consumers and the real estate profession are key initiatives. Others include upgrading pre-licensing education (“We want to implement more practical information”) and modernizing the Real Estate Trading Act. It’s been decades since the act was majorly overhauled, according to Donovan. “It’s outdated to say the least, still references salesman.”    

The province, with its relaxed pace, small-town charm (despite high population density), and comparatively reasonable cost of living, had never experienced soaring prices and multiple offers until COVID hit, presenting another challenge. 

“We learned to navigate it by adopting processes from other provincial real estate associations who’d experienced it,” explains Donovan. “We don’t need to re-create the wheel.”

Ironically, during that time, with a growing membership, PEIREA itself needed to sell its office building and upsize. 

“And we got multiple offers,” says Donovan, with a laugh.    

Today, in contrast to the national trend, the real estate market in P.E.I. is thriving, with inventory and home prices increasing. It’s a hot and balanced market, driven by immigration, low vacancy rates, relatively affordable housing compared to other parts of Canada, and the lure of a quieter and scenic lifestyle. 

“But there’s an interesting problem,” cautions Donovan, “in that we’ve maybe become more successful than we anticipated.”

While many experts worry that demand continues to outstrip supply, Donovan now sees affordability as a bigger issue. “I don’t know how young people get into the market,” she says. “The cost of living surprises people when they move here. They expect it to be lower.” 

With the average house price in P.E.I. creeping above $400,000, locals increasingly are finding the market out of reach, she observes. “Our wages don’t match the rest of Canada’s.”

P.E.I. indeed lags behind most other provinces in this regard. The underperforming labour market is blamed on such factors as the disproportionately high percentage of residents aged 65 and older, a low employment rate, and labour shortages.

With the population swelling, the province’s infrastructure is also an issue. “It’s hard for it to catch up,” says Donovan. “Housing, medical services – it all takes time. There’s a dire need for doctors,” and a cap on study permits for international students. 

The P.E.I. lifestyle outweighs the issues, in her opinion. 

“But it’s not all seafood and surf.” 

Susan Doran

Susan Doran is a Toronto-based freelance writer who has been contributing to REM since its very first issue.

The post P.E.I. powerhouse Peggy Donovan steering big change in Canada’s smallest province appeared first on REM.

Steven Welchner, chair of Linden, Lindsay Blair, owner of 2B, and Stephanie Corrin, vice chair of Linden.

The non-profit group is building 36 new units and four renovated homes in the town, just southwest of Ottawa, by December 2026, with the mission of having affordability at its core. 

Lindsay Blair, owner of 2B Developments, who acted as a consultant on the project, said one of the biggest strengths of co-ops is the protection of long-term affordability. 

“I’m not aware of any co-ops that were once established that no longer exist,” she said. 

For Blair, Linden proves new co-ops can still be built in today’s housing climate. 

“I certainly believe…that municipalities are very much so in favour of more co-ops being built across Canada, and would welcome them in their communities,” she said.

The sprint to funding

When the volunteer-led Linden board approached Blair in late 2023, they didn’t own land. 2B Developments began with a feasibility analysis, then guided the group through property selection, rezoning, design, consultant reports, and cost estimating to meet all requirements for the Canada Mortgage and Housing Corporation’s Co-op Housing Development Program.

The timeline was tight since CMHC announced the fund in June 2024, with a September deadline for shovel-ready applications. 

“We basically are herding cats non-stop in a direction,” Blair said.

By February 2025, Linden had secured $12.3 million from CMHC, including a $3-million forgivable loan.

How can real estate professionals support the co-op model?

Blair said Realtors also have a role to play. 

In Linden’s case, a private seller agreed to hold the property for eight months while financing was secured. 

She believes agents can help more projects succeed by encouraging sellers to consider extended closing timelines, which could open the door for additional co-ops and affordable housing developments.

Built to last

Co-ops are self-governed by their members, with an elected board that makes decisions about budgets, maintenance and policies.

Linden’s one-bedroom units will be capped at $1,331 a month, with 10 allocated to Lanark County’s rent-geared-to-income list.

Blair says the model creates connection and a sense of agency to its members. 

“The co-op model really is one that promotes community within the membership of the building,” she said. “Co-ops really empower members to feel like they’re in control.”

But self-governance also brings risk. A poorly managed board can lead to financial missteps or operational issues. 

“You do want to make sure that there’s good financial oversight,” Blair said, adding that member engagement and management are critical to a co-op’s success.

Blair said there’s strong interest in the co-op model beyond Perth, with more than 100 across Canada, and several more with projects ready to go. 

They can be attractive to municipalities because they create affordable units without the need for operational subsidies. 

“Co-ops are really meant to be a self-sufficient model providing deeply affordable housing that addresses isolation, creates community, and has positive ripple impacts.”

For most non-profits, the toughest hurdle is reaching the stage where they can even apply for capital funding since it requires zoning approvals, a full project team, and detailed budgets, often without any guaranteed financing. 

The Linden Co-op has now hit that inflection point, unlocking access to federal programs like CMHC that can make the build possible. It creates the shift from years of planning and scraping together resources to finally having capital to bring the project to life. 

Motivation rooted in home

Blair said her commitment to the non-profit housing sector is shaped by what she’s seen in her own community. 

“I come from Perth, and five years ago, as a result of COVID-19, I started to see homelessness in the town of Perth. I never saw homelessness growing up,” she said. 

She said she watched seniors on fixed incomes lose long-time rentals and face limited options. “They’re so vulnerable … and it really is what drives me.”

Samantha Long

Samantha Long is a contributing writer for REM. Based in Atlantic Canada, she has over a decade of experience covering business and politics across digital, print and broadcast media.

The post Reviving the co-op model: Ontario project signals new path for affordable housing appeared first on REM.

Seeking a change of pace from a hectic schedule on the road with Oilers Entertainment Group, the husband and father of two started a new journey in real estate in 2017, finding ways to apply his background in professional hockey to selling multi-million-dollar homes in Southwestern Ontario.

McGregor, a founding partner of McGregor Hahne Group, has found an edge in dealing with a high-end homes, and even high-profile clientele, as member of Engel and Völkers’ Professional Athlete Advisory.

From arenas to open houses

McGregor, who lives in his hometown of Owen Sound, studied sports management at Brock University, and after finishing school headed west to Edmonton where his first job was selling Oilers tickets to non-profit groups. 

He steadily moved up in the organization as a scout, and in 2012 moved back home to Ontario to help run the Erie Otters OHL team. 

When he transitioned into real estate, initially with Homelife Bayside Realty Ltd., he brought years of experience negotiating player contracts into the role, and skills that translated naturally into real estate. 

“The experience you gain in the uncertainty of sports helps you navigate through the ups and downs of the real estate world,” he said.

In his early years in the Oilers organization, McGregor was mentored by then-general manager and Oilers veteran Kevin Lowe, and then-assistant GM Scott Howson, who is now CEO of the American Hockey League. 

McGregor still uses strategies in real estate deals today that he learned for negotiating player contracts back then.

“The key to negotiation is being thoroughly prepared. Know your best alternative to a negotiated agreement, and stick within that, working toward the goal of what your people want to get out of it,” he said.

No sticker shock

Years of negotiating multi-million-dollar contracts made the financial side of real estate feel familiar to McGregor. 

Some newer agents can be intimidated by deals in the millions, McGregor said, but he was used to seeing contracts worth seven figures (or more).

While with the Oilers, he handled contracts ranging from hundreds of thousands to tens of millions, he said.

 “In professional sports, you’re dealing with large sums of money all the time,” he said. “So I wasn’t intimidated by what a house would sell for, or seeing those big numbers.”

A ‘hotbed’ in Muskoka

According to McGregor, serving professional athletes in Muskoka is less about the athlete and more about their inner circle. 

“Really, at the bare root of it, you are dealing with their team and their family more than the actual athlete.”

He said Muskoka and the Georgian Bay area have become hotspots for secondary homes, especially among hockey players. 

These aren’t flashy real estate deals—they’re deeply personal. Athletes are buying summer homes as a retreat for their families, he said.

Skip the selfie

Discretion is paramount when working with professional athletes, said McGregor. 

“They are in the media, they’re a part of it, and the last thing they want is exposure in another way, which is in their private lives.” 

As tempting as it may be to take a selfie or share who you’ve just worked with, that instinct must be resisted, he said. 

Glamour and glitz may define the surface of professional sports, but there’s a deeply personal layer beneath it, especially when athletes and their families are relocating. Respecting their privacy isn’t just polite, it’s essential to doing business in that world, he said.

Offer a complete package for life after the transaction

Building trust with professional athletes goes far beyond the transaction. 

“They wanna see competence, they wanna see that you’re professional, that you’re serious, reliable, and that you’re networked within the area that…they’re looking to move.” 

It’s about showing you can deliver, not only in the deal itself, but in everything that surrounds it, he said.

Athletes and their families often relocate to unfamiliar cities, so offering support that helps them settle in can add immense value, from recommending discreet service providers to helping locate daycare or a trusted doctor, said McGregor.

Network, network, network

Establishing yourself in the professional athlete market is entirely about networking, said McGregor.

 “It would all be networking. I don’t know that there would be a way to do it without,” he said.

Breaking into this world requires meaningful connections with players, agents, team owners, and staff, and relationships that open doors and build credibility, he said.

Courtney Zwicker

Courtney Zwicker is a digital reporter and associate editor for REM. Based in Atlantic Canada, she has over a decade of experience covering daily business news.

The post Scouting to selling: James McGregor brings rink-side instincts to elite real estate 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.