Data from SingleKey shows that around 15 per cent of tenant applications contain falsified documents, a climbing figure as renters struggle with affordability and job insecurity. For Realtors, it’s a business risk that can leave clients and agents facing unpaid rent, legal costs, and property damage that can total tens of thousands of dollars.

Why are rental scams on the rise

Fraudulent documents from fake credit reports, to proof of income, and even fake driver’s licences are common rental scams in Canada, and have become an increasing problem in recent years.

The typical signs of a fraudulent document include:

• Formatting errors from irregular font use to spacing and alignment inconsistencies
• Account summaries not matching account overviews
• Whole numbers after taxes 
• Employer contact info that doesn’t trace to a real company

But now, with AI, these scams are going unnoticed. What used to be a crude Photoshop job has become a sophisticated, fast-moving scam that is easier than ever to execute. Free online templates and AI tools make it easy to generate convincing pay stubs, employment letters and bank statements in seconds. Logos look authentic. Tax deductions appear accurate. Even bank deposits can be simulated with AI tools.

It’s become increasingly difficult for Realtors to spot these fakes with the naked eye, especially when dealing with time-sensitive leases or multiple applications.

An example of a fake paystub. Clues to detect its inauthenticity include fuzzy fonts and an outdated company name for the employer.

The cost of scams for Realtors

Realtors understand the cost of rental scams goes far beyond lost income. It’s months of legal headaches, unpaid rent and the uphill battle of removing a problematic tenant. Once a risky tenant is in, recovering the unit (and the funds) becomes a long, time-consuming and uncertain process.

Beyond income loss, rental scams can be damaging to a Realtor’s reputation. Realtors are market experts, and investors put their trust in Realtors’ judgment when it comes to rental screening. Persistent scams, the toll on mental health, and the headache of the ordeal can cost a Realtor the investor’s trust, and ultimately, their reputation. Realtors need tools that even the playing field and use AI to their advantage. 

AI didn’t create rental scams — it exposed the gap 

AI hasn’t created a new rental scam problem; it’s just exposed an existing one more clearly.

Rental scams persist because Canada’s rental market lacks the standardization and safeguards that protect other major investments. You wouldn’t buy a car or home without insurance; renting should come with its own layer of protection. 

That’s where trust infrastructure comes in. A set of tools and processes that build accountability, increase transparency, and reduce risk for landlords and Realtors alike. And now, it includes AI. 

While AI has made it easier to create fake documents, it’s also being used to detect them, flagging mismatched fonts, suspicious file metadata, irregular pay cycles and other red flags that even experienced agents might miss.

How to put trust infrastructure into practice

AI may have exposed the gaps in rental screening, but it can also help close them. To stay ahead of increasingly sophisticated scams, Realtors must evolve their screening processes, adopt safeguards and leverage AI to build what the industry needs most: trust infrastructure.

This means combining smart tools with consistent, repeatable practices that reduce risk for clients and put trust back into the landlord-tenant relationship.

A few of these practices include: 

• Complete background checks with verified digital channels – Whenever possible, request income verification on platforms connected to Equifax and TransUnion to create a full picture of the potential tenant. 
• AI-powered documentation and income verification – Use AI as the first line of defence, tracking easy-to-hide edits such as mismatched fonts, layout inconsistency and covered information before it reaches you. 
• Pre-screen risk scoring – Leverage AI to support with the initial assessment of tenant documents, from credit scores, pay stubs and existing debts, to empower decision makers to move quicker and weed out high-risk applicants.
• Regular audits of screening outcomes – Technology paired with Realtors’ market expertise creates efficient and knowledgeable systems. Realtors should take the time to review current systems for bias or false positives, to continuously find ways to leverage AI in a way that works best for them.

The bottom line

Fraudulent applications aren’t going away. They’re part of a broader affordability crunch reshaping the rental market and unveiling the cracks in the current process.

Sharp eyes are no longer enough; the rental market needs systems that create accountability and transparency. At SingleKey, we’ve seen these systems in action firsthand: tenants know their information will be verified, and landlords know their income is protected.

When Realtors combine digital verification tools with automated rent collection and rent guarantee, they are not just screening tenants; they are also protecting income and increasing confidence across the board.

Viler Lika

Viler Lika is the founder and CEO of SingleKey, a leading rental risk intelligence platform that helps landlords, property managers, and Realtors verify tenants and protect rental income. Viler holds an MBA and a computer engineering degree, and he has a background in lending and consumer credit risk at Capital One and TD Bank. Viler is now focused on bringing a fairer, data-driven, transparent and more accountable leasing experience to landlords and Realtors to make renting stress-free.

The post AI scams are a growing threat to landlords – here’s how to protect your clients appeared first on REM.

Today, the word feels less like a badge of honour and more like a brand you’d whisper about at a cocktail party before someone asks, “Oh, are you one of those?”

A shared word with split reputations

Canada’s real estate professionals use the word Realtor by permission. It is not ours. The trademark is co-owned by the Canadian Real Estate Association (CREA) and the National Association of Realtors (NAR) in the United States. CREA’s financial statements show no money changing hands through their joint company, Realtor Canada Inc., but the symbolic connection is undeniable.

And lately, that connection has been a problem.

Over the past two years, NAR has been mired in scandal, not the petty variety, but the kind that burns trust to the ground. Multiple U.S. class-action lawsuits have accused NAR of price-fixing and collusion around commission structures, culminating in a massive settlement that could reshape how real estate is practiced across America. 

While those legal battles play out, an even darker story has emerged: the sexual harassment and workplace abuse scandal that forced NAR president Kenny Parcell to resign in 2023.

When leadership fails

The New York Times investigation that broke the story read like something out of a corporate horror novel. Former employees described a culture of fear and silence, where senior executives faced repeated accusations of harassment and retaliation. Parcell allegedly sent explicit messages to subordinates, made unwanted advances, and fostered what insiders called a “boys’-club environment.” NAR apologized, launched internal reviews, and promised reform. But the damage was done. The organization built to uphold ethics could not even uphold its own.

For Canadian agents watching from across the border, the embarrassment is hard to ignore. The public does not parse the difference between CREA and NAR. To most consumers, a Realtor is a Realtor. When NAR sinks, the whole fleet lists with it.

When allies walk away

Redfin’s decision to cut ties with NAR in 2023 was a turning point. CEO Glenn Kelman had tried for years to reform the organization from within, pushing for transparency and modernization. Instead, he was met with resistance, outdated commission policies, and, as he said, “a pattern of alleged sexual harassment that betrayed the ideals the association was founded on.”

So Redfin left. Not quietly, not diplomatically, but with a statement that echoed across the industry: “Enough is enough.”

It was not just about money or antitrust risk. It was about integrity. If one of the largest, most visible brokerages in America could no longer stomach the association, what does that say about the health of the brand itself?

Control without independence is not freedom

Here in Canada, CREA controls the trademark rights to the word Realtor, but not the narrative. We carry a name that is not truly ours, tied to an organization in another country that keeps proving it cannot manage its own moral compass.

We do not pay dues to NAR, but we pay something harder to measure — reputational cost. Every time another headline breaks, Canadian agents brace for the fallout. Conversations with clients shift from home values to ethics. The word that once distinguished us now puts us on the defensive.

Who am I to say so?

I am a new agent. My licence cuts me if I turn around too fast. I have not worn off the corners or creased it into the soft parchment that comes with a dozen years in the field. I came into this industry through being an assistant in the aughts, then a real estate photographer in this decade. Three generations of my family have worked in real estate. My grandfather was a bit of a shark in the Lower Mainland, back when women did not do this job.

I debated getting my licence for a long time because, to be honest, this profession has baggage. Maybe it was getting licensed through the NAR lawsuit era, or maybe it was the public perception of what we do, but it gave me pause. 

I’m passionate about finding people homes, but I’m not passionate about the wince that sometimes comes with the word Realtor. You will not find Realtor in my branding, and I do not use it with clients. That is my choice. I am not asking every agent to redo their signs and billboards — that expense in this market!? But what I want to do is plant a seed.

It is time to build our own brand

The easy answer is to say “it is just a word.” But language matters. Words carry reputation, and reputation builds trust or erodes it. When the word Realtor drags behind it lawsuits, harassment scandals, and tone-deaf apologies, maybe it is time to ask if we still need it. The word Realtor ties us to NAR’s shenanigans, and if 2025 has taught us anything, it is that a strong Canadian identity is important.

Imagine rebranding the profession under a distinctly Canadian identity — one that does not require shared custody with an organization still trying to find its moral footing. A name that signals independence, modern ethics, and national pride. Something that says, “We represent our clients and our communities, not another country’s baggage.”

The word Realtor once stood for something bigger. But words can lose their meaning. Maybe the most professional thing we can do now is outgrow it.

After all, integrity is not trademarked. And maybe, finally, it’s time Canadians stopped renting their professional identity from the United States of America.

Lauren Towers

Lauren has lived in Canada, Germany, Italy, France, Mexico, Belize and Thailand—an eclectic résumé that includes time as a frustrated architectural photographer and a business English educator (really… the intellectual equivalent of a ski instructor). Now based in the South Okanagan, she channels her lifelong curiosity and eye for design into real estate, helping clients see the beauty and potential in every property. She loves alternative forms of housing, and even more, helping people with furry friends find the perfect place. Equal parts pragmatist and dreamer, she believes that finding the right home isn’t just a transaction—it’s an act of translation between space and soul.

The post OPINION: Does the word ‘Realtor’ still belong in Canada? appeared first on REM.

That downturn lasted longer than anyone hoped. From 2015 to 2021, Edmonton was a buyer’s market as prices slid thousands of dollars, inventory stacked up, and apartment-style condos got the shortest end of the stick. The market was rough, and there were 40 per cent fewer transactions for any agent; many left the industry or picked up day jobs. I felt the pressure and now I know how pressure makes diamonds.

In the first six months of 2015, I sold 10 houses a month (60 transactions in six months) because I was forced to learn that markets don’t create or remove opportunities; they just shift where the opportunities live. Here are the lessons that stuck with me.

Decode your market

It’s not just a buyer’s market; the impact varies by price point, and it hits people who bought last year differently than those who bought five years ago. Using tools like a strengths, weaknesses, opportunities and threats (SWOT) analysis, we saw that owners who bought five years earlier were in a stronger equity position than those who bought the year before. We also saw that condo and townhouse owners were more affected, as they tended to be less established, and luxury was more affected due to fewer qualified move-up buyers at higher ranges. By understanding the spectrum of impact, we could see who was positioned to win.

Visualize the wins

When the market is hot, wins are plentiful and visible — more like checkers. In a down market, the wins take multiple moves — more like chess. Buyers have the advantage in a buyer’s market, and when someone is selling and buying, the buy can outweigh the sell. Every upgrader was likely to save more on the higher-priced purchase than they would lose on the lower-priced sale. At the top end, thinner buyer pools can widen that spread, which is why calm, evidence-based guidance is a differentiator.

It turns out the challenge wasn’t math; it was fear. People were scared of what they’d heard about the market and what friends would think if they sold in a downturn. What they needed most was a knowledgeable guide to help them see that the down market offered opportunities for those with equity.

Selling in a market that doesn’t want to buy

To unlock the win on the purchase, we had to sell the first property. That meant understanding the market appetite and guiding sellers to solve the market for the highest price. Again, it started with analysis.

If the market had one buyer for every three sellers, you couldn’t be second or third — let alone fifth — in a field crowded with inventory. Most competing listings started five per cent over market, then reduced slowly over a two-month period. Any property that sat more than 60 days without a price change was irrelevant to buyers.

Our clients made better decisions out of the gate, set better prices and had better outcomes. Buyers responded more readily to a listing priced to sell on opening weekend, rather than one that inched down over weeks.

We laid out worst-case scenarios up front, set clear goals and helped people with unrealistic expectations see that this market wasn’t for them.

Spoiled for choice

Once the sale property went pending, we moved to the buy — a better position, with its own challenges. Buyers saw options everywhere, looked for big discounts and had plenty of leverage. The market looked full of deals, but they were harder to find. The risks were decision paralysis and overpaying.

Through testing, we found buyers did better with strong reference points before the first showing. We created a blueprint meeting to build a blueprint for success. It showed the true frequency of opportunities that matched what they wanted — replacing the myth that “thousands of listings” meant unlimited choice. It’s not a game of selection; it’s a game of elimination. You eliminate all but the best option.

We also played the long game. When a listing was new and overpriced, we waited through the price adjustments — and a little longer — to let the seller see the market wasn’t responding. Using time well was a key factor in successful negotiations.

It wasn’t rocket science. It was patience, pattern recognition, and a refusal to get distracted by the noise.

The bigger picture

If you can’t see the wins available in your market, it’s hard to be valuable to people in your marketplace. We can’t look at the market like an ocean with giant waves and stay on the beach. We have to adapt. If there’s wind, we sail; if there are waves, we surf — but we accept we’re getting wet either way.

Taylor Hack

Taylor Hack is an international keynote speaker, cohost of The Leads are $hit Podcast, and leader of HACK&CO at RE/MAX River City; the highest-reviewed team in the Greater Edmonton Area on RankMyAgent.com. Most of Taylor’s 20-year industry experience has been in the top 1 per cent of RE/MAX globally, whether his market has been hot or cold. Taylor is a devoted girl dad, Formula One fanatic, and he believes you miss 100 per cent of the dogs you don’t pet.

The post Pressure makes diamonds: Selling through a market downturn appeared first on REM.

Across Canada, Realtors and sellers are confronting buyers who are cautious, selective and increasingly influenced by presentation. Two recent projects in the Edmonton area illustrate how intentional staging can shift the trajectory of a listing, even in slower markets.

A West Edmonton condo

The condo market in West Edmonton has faced headwinds. Inventory is high, demand is tepid and vacant units often linger without serious offers. One two-bedroom, two-bathroom unit I worked on presented exactly that challenge. It was sitting empty, lacking warmth and failing to inspire buyers.

I began with a step-by-step consultation alongside the homeowner, mapping out upgrades that would deliver maximum visual impact for minimal cost. The walls were painted a lighter, brighter color to open the space. Outdated door hardware was replaced with sleek black handles. Faucets and light fixtures were swapped for matte black models as well.

Black accents may seem like a small detail, but they consistently create the impression of an elevated, modern property. Paired with professional staging, the condo was transformed from a sterile box into a stylish, move-in ready home.

The results spoke clearly: the unit was pending in eight days and sold for the full list price. In a sluggish condo market, that kind of turnaround caught even the listing Realtor off guard.

A Sherwood Park detached home

While one project required a full staging overhaul, another succeeded entirely through virtual consultation. Increasingly, Realtors are turning to virtual consultations to equip their clients with professional guidance, even when logistics make in-person staging difficult.

A Sherwood Park Realtor and I conducted a consultation via Zoom with a homeowner preparing to sell a single-family detached property. The session was recorded, giving the homeowner a clear plan to follow. They implemented every recommendation—from decluttering and intentional furniture placement to editing artwork and furniture pieces — and the results were immediate.

Within less than a week, the home sold for $50,000 over the list price. In a competitive suburban market, the difference came down to presentation: buyers saw not just a house, but a home they could imagine themselves in.

The ROI and psychology of staging

These two case studies highlight what industry research continues to show: staging pays for itself, both in terms of return on investment and buyer psychology.

On the financial side, staged homes consistently sell faster and closer to — or above — list price. For sellers, this reduces carrying costs and maximizes equity. For Realtors, it shortens time on market and strengthens their value proposition to clients.

But the deeper driver is psychological. Most buyers cannot visualize an empty or outdated space as a future home. Staging solves that problem by presenting a polished version of reality. A bright, neutral palette widens appeal, while subtle upgrades such as modern hardware signal that a property is well-maintained. When buyers walk in and feel an immediate connection, they act decisively.

In both Edmonton examples, staging created urgency and confidence. Buyers perceived higher value, and they responded with stronger offers in less time.

From optional to essential

Staging is no longer an optional step in the selling process. In markets where competition is high and buyers are discerning; it is a strategic investment that changes outcomes. Whether through full-service staging or a targeted consultation, Realtors who integrate staging into their listings are not just enhancing appearances, they are influencing behavior and driving results.

With buyers influenced by how a home looks, staging has become a core selling strategy, not just decoration.

Leigh Fortier

Leigh is a professional residential home stager and model home stylist based in Edmonton, Alta. She works with Realtors, builders and homeowners to transform properties through strategic staging, design updates and consultations. With years of experience in preparing
homes for competitive markets, she is passionate about demonstrating how staging drives both buyer psychology and return on investment.

The post Staging psychology: Why the right touches can be a worthwhile investment appeared first on REM.

But I’ve also seen how a small number of irresponsible operators have caused big problems. And now, municipalities are scrambling to regulate the entire sector.

Cottage rentals are an economic lifeline

Short-term rentals are more than a sweet escape from the city. For many families, renting out their cottage is the only way to cover rising costs of ownership, from property taxes to maintenance and insurance. And without that income, some owners would be forced to sell. 

Beyond that, rentals have massive economic benefits to rural communities. Guests spend money at local grocery stores, restaurants, marinas, hardware stores, and attractions. They hire fishing guides, rent boats, and pay local cleaners and landscapers. One week-long rental can generate thousands of dollars in local spending, and when you multiply that over a full season, the value to rural tourism economies is undeniable. 

Pressure on owners 

In response to community complaints, many municipalities have implemented licensing systems, and I support that in principle. But in practice, we’re seeing a troubling trend: excessive fees. 

This heavy-handed approach is pushing responsible owners out of the market entirely. Many are taking their listings down, or selling altogether, not because they’re unwilling to comply, but because the system is too difficult or costly to navigate.

This outcome helps no one. Families lose a place they call home or an important source of income that makes ownership viable. Local businesses lose tourism dollars, and municipalities risk driving rentals underground. We need to foster accountability, but with smart licensing regulations.  

Responsible renting starts with the owner

Let’s be clear: licensing is a two-way street. As owners, we have a duty to operate respectfully and professionally. Complaints happen when owners take a hands-off approach, leaving guests and neighbours without proper support or expectations.

At Jayne’s, we set clear house rules around noise, occupancy, garbage, and parking. We vet guests carefully. We have boots-on-the-ground property managers and a 24/7 guest support team. Our goal is simple: to create seamless, memorable guest experiences while preserving the peace and character of the community. 

What smart licensing looks like

The challenge for municipalities is to create a licensing system that sets clear expectations without overburdening the owners who are willing to, and already do, play by the rules. 

That balance comes down to a couple of things: 

Simple application process – While the municipality needs to ensure safety and compliance to septic standards, etc, there should be no need for intrusive cottage inspections for owners who rent through a registered TICO agency or have self-rented responsibly for the last 5 years with no bylaw infractions. These owners should not have to report expiry dates on smoke alarms, etc.

Fair licensing fees – Costs that reflect the actual expense of setting up the program and providing enforcement, not ones that drive owners away.

Reasonable enforcement – Owners should be given the benefit of the doubt, as these regulations are new and many cottages are second homes. Owners may not be fully informed about the procedures required under the new rules. A grace period should be provided while owners familiarize themselves with the short-term rental regulations, and fines should not be imposed immediately. Enforcing penalties right away risks frustrating owners who are likely unaware of the rules and could discourage them from participating in the rental market.

When licensing is grounded in accountability, rather than punishment, it protects the community while keeping rentals operating responsibly. 

The majority of owners and operators are not the problem. Yet when we respond with high fees and blanket restrictions, they punish those who are following the rules and do little to those who are not. 

How to move forward

Cottage rentals are about more than revenue—they’re about tradition, connection, and memories. We’ve hosted everything from multigenerational reunions and milestone birthdays to restorative wellness retreats. It’s not just a stay—it’s a meaningful escape. And responsible rental companies work hard to preserve that serenity for both guests and neighbours alike.

Ontario doesn’t need fewer rentals. It needs better standards. Let’s focus our efforts on the handful of properties that are causing disruption, not on blanket restrictions that hurt the families, businesses, and communities that rely on responsible tourism.

Jayne McCaw

Jayne McCaw is a former marketing and sales executive who transitioned her passion for travel and business into entrepreneurial success. Compelled to shift away from corporate culture mid-life, Jayne took inspiration from her love of cottage living and enjoyment of curating unforgettable family vacations to found Jayne’s Cottages – a full-service luxury cottage rental and five-star concierge company with an exceptionally personalized and exclusive owner-focused approach to planning and hosting a safe and seamless Muskoka stay. Starting with just a few cottages in 2014 her business has seen rapid growth that’s had an immense impact on the region’s luxury rental market.

She consistently surpasses cottage owners’ expectations for financial gains and her curated high-touch concierge and stay experiences have a repeat guest rate of over 50 per cent. All affirming Jayne’s discerning tastes, impeccable customer service, and attention to detail.  Jayne’s company now hand-selects and manages almost 200 of the finest properties, primarily in Muskoka, ON. She is deeply dedicated to supporting economic growth and charitable initiatives in her local community by employing over 60 staff and contributing to family-centered Simcoe-Muskoka Family Connections.  She has four children, whom have all worked at the company during university summers.

Born and raised on the shores of Lake Huron, Jayne currently splits her time between the calming beauty of Lake Rosseau and the urban bustle of midtown Toronto.

The post OPINION: How to fix Ontario’s heavy-handed short-term rental rules appeared first on REM.

If your clients are thinking about investing in a seasonal property, it’s time to pull back the curtain on what really drives a profitable, sustainable rental.

Understand the ROI to gain credibility with clients

The key is helping clients look beyond the listing price and projected nightly rate to see the full financial picture. Gross income numbers are easy to sell, but the net is what matters. As property managers, we walk investors through all the hidden costs – cleaning, maintenance, marketing, insurance, utilities, licensing, and seasonal fluctuations – so there are no surprises down the road. A property that looks like a cash cow on paper can quickly underperform if you skip this step.

Real estate agents equipping themselves with this knowledge can build immediate trust with their clients. When you can explain the difference between gross and net ROI, factor in occupancy dips during the shoulder seasons, and highlight overlooked expenses, you elevate yourself above agents who simply push the sale. It is not about being the “cheapest property,” it’s about guiding buyers toward the smartest long-term investment.

What makes a property ‘rental-ready’

Not every home is designed to deliver a five-star guest experience–and the market notices. 

We’ve learned that “rental-ready” means more than just furnished and functional. It’s about layout, amenities, local demand, accessibility, in-home features, and even the style of finishes. A home that photographs beautifully but lacks storage for guest gear, reliable Wi-Fi, easy check-in systems, or a lockable owner’s closet will lose repeat bookings. The best-performing rentals balance lifestyle appeal with practical functionality.

Realtors can train their eyes to notice things most buyers overlook: the number of bedrooms that fit seasonal demand, storage for ski/bike gear, quality of finishes that photograph well online, or even parking availability.

Real estate agents spotting these details at the showing stage make you invaluable to the client. By pointing out elements that either enhance or limit rental potential, you become more than a sales agent – you become a trusted advisor. A client who feels you’ve protected them from a poor rental decision is a client who refers you again and again.

Consider partnering with a property manager

Too often, Realtors focus on closing a sale and miss the opportunity to set their clients up for long-term success. A professional property management partner bridges the gap between the transaction and the day-to-day operation of a rental. 

This means owners step into a turnkey process – from marketing and bookings to guest services and maintenance – without the costly learning curve. For Realtors, it means delivering a higher level of service. You don’t just sell a property – you deliver a complete investment strategy. That strengthens client relationships, improves referral opportunities, and keeps you positioned as the first call when your client is ready for their next property.

The bottom line

When clients come to you looking for an investment property, be sure you let them know a seasonal rental can be a lucrative, lifestyle-enhancing investment – but only if you go in with eyes wide open. By understanding ROI, recognizing rental-ready features, and aligning early with the right property management partner, you set the stage for long-term profitability. 

Sean Landreth

Sean Landreth is the CEO and Founder of Seasonal Properties, a growing real estate and vacation property management company specializing in month-plus seasonal rentals. With a background in high-end real estate and entrepreneurship, he has scaled the business across premier markets including The Blue Mountains, Mont-Tremblant, Revelstoke. With plans for expansion into Scotland, and the Azores. Sean’s leadership combines market insight with technology-enabled solutions, helping property owners maximize returns while providing renters with seamless, long-term stays. Recognized as a community and industry leader, he continues to drive innovation at the intersection of real estate, travel, and investment.

The post The guide to profitable vacation rentals for agents and their clients appeared first on REM.

In recent years, rapid price fluctuations, bidding wars, and rising interest rates have caused stress on buyers and sellers, reshaping the real estate market. As Canadians now grapple with an affordability crisis, they want and deserve transparency in protecting their most important financial asset: their home.  

Professional Appraisers play an indispensable role in fostering a fair and trustworthy real estate market and overall housing system. They are hired by residential, commercial, and industrial market participants, as well as the public, to provide independent, evidence-based, real-time opinions on the value of property to help Canadians make informed decisions. In 2024 alone, Appraisal Institute of Canada (AIC) Professional Appraisers conducted nearly one million appraisals valuing over $1.5 trillion. Their assessments not only ensure that homebuyers are protected and lending remains responsible, but they also inspire confidence in the housing market.  

The AI factor

In an age where AI is everywhere, increasingly taking over tasks and jobs, Canadians  overwhelmingly trust certified appraisers over Automated Valuation Models (AVMs) when it comes to determining their home’s worth. This sentiment was highlighted in a recent study by spark*insights, revealing that 84 per cent of Canadians favour appraisers for accurate property assessments, with only 14 per cent trusting AVMs more than appraisers. Of this 14 per cent, half still have concerns about AVM local market knowledge and lack of on-site inspections – two of the most important assets that professional appraisers bring to the table, ensuring valuations are rooted in real market conditions and not just algorithms.  

AVMs neglect essential on-site inspections

The rise of online real estate platforms in the early 2000s led to the use of AVMs, effectively changing the way properties are assessed by removing the human element. 

These automated models use statistical data to estimate a home’s market value. While this approach may offer convenience, it raises concerns as Canada’s housing landscape becomes increasingly intricate. It removes the human touch from the most important purchasing experience most Canadians will ever make. 

AVMs neglect the essential on-site inspections that professional appraisers conduct. Canadians are concerned that, without this critical analysis, relying solely on computer-generated evaluations can lead to inaccuracies. Such inaccuracies pose risks of under- or overvaluation, particularly when homes are deteriorated or recently renovated, where markets are rapidly changing, or in rural areas where data may be sparse.  

While Canadians have the right to request their bank or lender use a traditional appraiser – especially when the property is unique or does not conform to typical market conditions the decision ultimately rests with the lender based on their policies.  

Call to action

While AVMs may have their practical uses, it is evident that questions remain about their limitations. At the same time, it is clear that financial institutions will continue to incorporate AVMs into their processes. Therefore, we are calling for oversight.  

We are calling on the federal government to establish a permanent, multi-sector Stakeholder Advisory Committee made up of industry experts, including appraisers, to anticipate  emerging consumer and systemic risks, identify regulator vulnerabilities, strengthen  transparency, trust, and policy responsiveness, and inform oversight of automation and  algorithmic tools such as AVMs. This committee would aim to mitigate market risks and enhance the integrity of the mortgage system in Canada.  

Data shows that 79 per cent of Canadians agree with the formation of a committee, highlighting a strong public demand for oversight of the system.  

Housing affordability, for most Canadians, is still an issue. For many properties, the price remains high, and household debt is increasing. Homeowners are also facing reduced equity and rising mortgage payments, with the Bank of Canada warning that financial stress will grow.  

Through this volatility, oversight of the housing system has never been more important. The federal government must prioritize the integrity of home valuations, ensuring that the future of homeownership in Canada is based on trust and expertise rather than algorithms.

Donna Dewar

Donna Dewar brings over 20 years of experience in the non-profit sector to the AIC, having held executive roles at the Federation of Canadian Municipalities, the Canadian Nurses Association, and the Canadian Red Cross. She specializes in strategic planning, partnership building, and program development.

She holds an MBA in Innovation Leadership from the University of Fredericton and a Project Management Professional (PMP) designation. She is passionate about driving positive change and believes in the value of innovation and efficient member support.

The post Appraisal oversight needed to protect Canadians in turbulent market: Dewar appeared first on REM.

Condo living means having a shared interest in the well-being of your community. For a prospective buyer, a licensed, responsible, and accountable professional whose focus is on protecting their assets and home should be an invaluable resource and support for condo living. 

For Realtors, having behind-the-scenes information can help instill trust in the process of owning a condominium and living in one. Insights into condominium management can be key to helping Realtors guide their clients toward informed and confident decisions.

The facts on condominium managers

Condominiums are like an ecosystem where elements of the community interact with each other and their physical environment. 

An essential role within this unique system is the condominium manager, a licensed professional who oversees the day-to-day operations of a condominium. Providing condominium management services is permitted only if the individual or business has a licence issued by the Condominium Management Regulatory Authority of Ontario (CMRAO).

The CMRAO is the regulatory body responsible for licensing and regulating these condominium managers and provider businesses under the Condominium Management Services Act, 2015 (or CMSA) and its regulations, including the Code of Ethics. Our mandate strengthens consumer protection by:

• Setting industry standards for education, experience, and ethical practices in the profession
• Making licensing and enforcement information publicly available, especially if it is in the consumers’ best interest
• Handling complaints and inquiries

Although our work is typically geared toward condominium managers, our impact reaches far beyond that, touching the lives of condo owners and residents, and prospective buyers.

Defining the role of a condominium manager

Buying a home is a big decision for any individual or family. For prospective buyers, a well-managed condominium community is an attractive option because of the professionalism and core competencies of the condominium manager. The manager’s essential role is dynamic and challenging, and also necessary, as outlined in legislation. Unlike building superintendents, condominium managers have legal and ethical responsibilities governed by two pieces of legislation: the Condominium Management Services Act, 2015 and the Condominium Act, 1998.

Currently, there are 4,730 active condominium managers and 391 condominium management companies licensed by the CMRAO to provide services in Ontario. 

From advising the condominium’s board of directors on their legal obligations to collecting common expenses and ensuring maintenance and repair of the property, condominium managers are trained to handle these responsibilities, and more, on behalf of the condominium corporation.

Their work directly affects the quality of life of the condominium community, and by extension, the confidence and trust of those living and investing in condos. A well-managed building can mean fewer surprises during transactions, informed decision-making, smoother transitions for new owners, and greater long-term stability.

It’s important to note that while condominium managers oversee the day-to-day operations of the condominium, there are limitations to their responsibilities. They are not decision makers; rather, they work for the condominium corporation and carry out decisions made by the board. 

Laying the professional groundwork

The process to become a condominium manager is clear-cut and thorough. As a regulator with responsibility for setting standards for our licensees, the CMRAO ensures that those entering the field are prepared to handle their duties.

There are three licence types issued by the CMRAO, each with its own qualifying education and experience requirements. Each one must be renewed annually. This renewal process is a key tool for maintaining oversight and keeping accurate and current information about each licence holder – an important aspect of protecting the public interest.

As part of the licence renewal process, individuals are required to answer a series of questions related to character and fiscal responsibility. Provider businesses must also answer the same questions for directors and officers of the corporation and also provide proof of Errors and Omissions and Fidelity insurance to renew the company’s licence. 

To obtain an entry-level licence, individuals must first successfully complete the mandatory Excellence in Condominium Management course. Limited Licence holders can graduate to a General Licence upon successful completion of all five courses in the Condominium Management Certificate program at Humber Polytechnic (offered in partnership with the CMRAO) and after accumulating at least two years of supervised work experience.

Continuous learning in an evolving sector

As we have seen over the years, developments in the real estate marketplace have changed and shaped the condominium sector. That is why the CMRAO decided to implement the Continuing Professional Education (CPE) program for General Licence holders to complete and report as part of their annual licence renewal.

Licensees are required to engage in learning activities that help them stay up to date with legislation, best practices, technology, and to maintain and improve their skills and professional competencies each year. 

Supporting managers and informing stakeholders

To help managers meet their legal, operational, and ethical responsibilities, the CMRAO provides a range of resources, including comprehensive and timely practice guides that have been developed in collaboration with subject matter experts within the industry. These materials clarify expectations, promote best practices, and support continuous learning.

Following the successful release of our first practice guide for condominium managers, Financial Management, we recently released Procurement and Contractor Oversight: A Practice Guide for Condominium Managers. This practice guide offers practical insights into budgets and contracts, transparency and clear communication, and professional and reliable service delivery.

Although these materials and many other resources offered on the CMRAO website are helpful to condominium managers, they can also be useful to stakeholders. Understanding the role and responsibilities of a condominium manager helps adjust expectations for management services and highlights the value that the profession brings to a condo community.

Ultimately, condominium communities, like any ecosystem, thrive when managed well. Through licensing, education, and resources like our practice guides, the CMRAO is helping to build a more transparent, accountable, and professional condominium management sector. We invite real estate professionals to explore our work, share our resources, and join us in promoting thriving condominium communities across Ontario.

Shanna Callaghan

Shanna is a strategic communications professional with a diverse background in science and corporate communications. She earned her Bachelor of Science from the University of Guelph, and a Corporate Communications Graduate Certificate from Seneca Polytechnic. Shanna is passionate about storytelling and using a range of communications channels to reach targeted audiences.

The post Help condo buyers build confidence by learning about this critical role appeared first on REM.

That piece drew plenty of opinions—some folks thought I was off my rocker, others nodded along and even added fuel to the fire about what the next five to 10 years might look like for organized real estate.

This isn’t part two of that article. I’m not here to make more predictions today. Instead, I want to show you how you can start using AI right now so you don’t get left behind.

Because let’s be real: it’s not about robots taking over. It’s about buyers and sellers expecting you, their agent, to already be fluent in AI.

So, where do we start?

Prompt engineering

AI is only as good as the instructions you give it. If your prompt is short, vague, or lacking context, you’ll get an answer that reflects exactly that: short, vague, and not very useful.

Let me give you an example.

A few weeks ago, I jumped into my first NFL Fantasy Football draft. Now, I’ve been watching football for over 40 years, but outside of my team, the Green Bay Packers, I didn’t know much about other players from other teams.

Five years ago, I’d have been buried in magazines and Google searches. But this year, I had Carl, my AI assistant.

I gave Carl a detailed prompt: Who he was, the context of the draft, where to pull player data from, what my goals were, and how I wanted the info delivered. 

The result? A detailed breakdown of first and second choices, draft timing, and a winning game plan.

Meanwhile, a buddy of mine tried ChatGPT with no strategy. He got frustrated, he wound up with the wrong info, bad picks, and suggestions he’d never consider. 

Why? 

Because he didn’t give the AI a proper prompt.

Here’s the 5-step framework I use every time:

1. Assign the role – Tell the AI who it is.
2. Context – Explain why you’re doing this.
3. Direct command – Spell out what you want.
4. Format the output – Define how you want the info back.
5. Clarity – Let the AI ask follow-ups if needed.

Stick to this framework and your AI results will change overnight.

Marketing on steroids

Years ago, Gary Vaynerchuk released an eBook on how to create 64 pieces of content from one idea or piece of pillar content.

At the time, Vaynerchuk was building a media company and had many videographers, video editors, and social media specialists on the payroll. 

So, of course, it was easy to take one piece of content and turn it into 64 pieces when you have a team working for you.

With the speed of AI today, you could be deploying the same content model that Vaynerchuk still does to this day.

You can use your AI assistant to help you build the pillar content. You want to shoot a video, but not sure what to say?

Use the prompt framework to get your AI assistant to write the video script for you. 

Shoot the video. Then ask your assistant to help you break it down into 30 different pieces or ideas you can post to multiple platforms, such as Instagram, Facebook, YouTube, Reddit, etc.

You don’t need a media army anymore. With AI moving as fast as it is today, you can pull off the same strategy solo.

Here’s the play:

1. Create a piece of pillar content—a blog post, podcast, or long-form video.
2. Use AI to break it down into 20–30 smaller pieces across multiple platforms.

For example:

• Use Opus Clips to spin out five to 10 short videos for IG, TikTok, and YouTube.
• Create memes that drive traffic back to your Reel.
• Write a blog post embedding your video.
• Have AI write captions for each platform.
• Draft LinkedIn, Facebook, and X posts from the same source.

Boom—right there, you could have upwards of 20 pieces of content that you could produce off of one video. 

Systems, systems and more systems

In my coaching business, when I ask an agent what they want to get out of the experience, one of the most common answers is: learning systems. 

Let’s be clear, though, a system can be an automation, but it isn’t an absolute. What I mean by that is a checklist can be a system. You are not automating the checklist; you or someone else is still required to do the work.

Automating tasks and using AI to help build the content for those automations are where a lot of my clients are crushing it.

For example, do you have a seller drip campaign set up to stay in contact with your clients over the course of 60, 90, or even 120 days?

Well, you could have one if you had the right software. Look to the CRM you are using and see if it has that capability; that’s step one.

Step two is working with your AI assistant to understand the seller’s journey and then setting out to build the email content around that journey. Once you have the content created, you put it into the software and space it out accordingly.

Another system that AI can help you with is marketing. Your AI assistant can build out a content calendar for you based on the ideas that you have for marketing and branding yourself online.

Keep in mind, though, that you will still have to do some of the work; if you are leveraging a program like HeyGen it will be easier for you than others who aren’t.

Put a content calendar together that includes your video scripts. Take the scripts and upload them to HeyGen, and create your own realistic-looking avatar-style videos.

If you use that program right, you could wind up producing more video content than all of your competition combined, similar to what @jaxwithjosh has done on Instagram for his city of Jacksonville. He has essentially branded himself as the digital mayor of that city.

How can I get started right now

So here’s the takeaway:

• Use the five-step prompt framework every time you talk to AI.
• Leverage AI to multiply your marketing output without multiplying your workload.
• Build systems—big or small—that keep your business organized and scalable.

AI isn’t replacing you (yet). 

But the agents who adopt it will replace the ones who don’t.

Kelley Skar

I am a second generation REALTOR®, SUCCESS Certified real estate coach, a real estate trainer with a proven track record as well as an international speaker (which means I’ve spoken all over Canada and the US).
I knew early on in life that I was going to be an educator; I started with University thinking I was going to be a high school teacher. Life took me in another direction. However, my passion for learning and educating has never left. I am a student of history, business and of life. My passion lies in high-level discussions around business strategies and helping agents & brokers build a bigger, better, and highly profitable real estate business.
I have been married to my beautiful wife for over 16 years, and we have smart, athletic and articulate 14-year-old twins. We enjoy hiking through the Okanagan together, spending time at the beach and on the lake as well as traveling the continent and hopefully at some point, the globe. I love to play golf, work out in the gym, hang out with my friends, and am a huge Green Bay Packers football fan.

The post How agents can start making AI work for their business – today appeared first on REM.

Now, let me be clear, Bob was being a bit inflammatory on purpose. He was raising the conversation and asking for input on the topic. 

It’s a common sentiment in the profession. If the Realtor needs the pay cheque desperately, then they will give you biased advice. Does that mean a Realtor’s financial condition is a conflict of interest? Is it time to start adding Realtors’ private bank accounts to the list of other disclosures that are already required? Should we tell consumers to only hire the agents who have healthy savings accounts? Instead, let’s reframe the question.

Charlie Munger famously said, “Show me the incentive, and I’ll show you the outcome.” Commission sales create the perfect storm of pressure and temptation. If you don’t close, you don’t eat. That’s not a personal failing; that’s part of the system we’ve designed. With that in mind, why don’t we ask the more pertinent professional question: “How do we maintain integrity when our outcomes are beyond our control?” While it is within our ability to educate, influence, and guide, we can’t put a pen in our client’s hand and force them to sign.  

Industry responses to integrity gaps

It’s worth noting that regulators don’t turn a blind eye to conflicts of interest. Across Canada, real estate watchdogs have clear rules in place: disclose any circumstance where your financial interests could collide with your client’s, advise them to seek independent advice, and get informed consent before moving forward. When those lines are crossed, the penalties can be severe.

Consider the case of Jinnah (Re), 2024 BCSRE 51. In this decision, the B.C. Financial Services Authority found that a Realtor had allowed a personal relationship with a client to compromise his professional obligations. By putting his own interests ahead of the client’s, he breached fiduciary duty in one of the clearest ways possible. The outcome was decisive: he was fined $10,000, and ordered to pay more than $67,000 in enforcement costs.

Cases like this send a message: when conflicts are explicit, regulators act. What about the quieter pressures, though? The rent due next week, the slow quarter, the commission cheque you need to survive? Those don’t appear in a hearing room, yet they shape behavior across our industry every day.

Reframing the problem

It’s easy to point fingers at individual Realtors and say “work harder,” “prospect more,” or “build your business.” Yes, personal accountability matters. If you don’t work, you don’t eat. At the same time, reducing these kinds of challenges to the integrity of the profession glosses over the structural problem. Commission-only models magnify risk for new and struggling agents. That’s not to say that commission is going away. It’s not. Realtors still need to be paid for their work. So then what could we do differently? 

A great deal! For starters, we could build better on-ramps for new Realtors. To date, real estate is one of the only professions I know that doesn’t have a formal apprenticeship model. Doctors must do a residency. Lawyers have to article. Carpenters, plumbers, electricians, and other trades have a four-year apprenticeship that requires both on-the-job experience and classroom training. In short, other professions set people up for success.  Alternatively, brokerages themselves could share in some of the risk, absorbing losses and gains for training new Realtors.  

Answering the original question, though, whether broke Realtors make worse Realtors? Instead of blaming agents, maybe we can look at the structural issues that surround our profession. The challenge of slow markets and new Realtors isn’t about an individual’s morality or even competency, but these challenges expose some of the structural weaknesses of the profession.  The majority of new Realtors are rushed through education programs that don’t prepare them for the realities of business.  A lot of them are given a license and a lockbox key, and told, “Go get ‘em!”

So instead of asking “Should consumers avoid broker Realtors?” maybe we ought to be asking “Why are there broke Realtors in the first place?”  

Cameron Tsoi A Sue

Cameron has worked within the real estate industry for over a decade. With early success in sales and winning a handful of local and corporate awards, he transitioned to the management side of the office. It was in this phase of his career that he found his strength. He has consistently worked on business development for brokerages since, consistently recruiting 50+ realtors per year, coaching and developing new realtors and designing custom brands and business strategies for senior realtors. Today, Cameron continues in this work, helping offices and realtors consistently grow their bottom line through implementing results-orientated processes.

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