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.

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.

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

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

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

From poker to property: A nontraditional start

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

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

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

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

The backbone of success

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

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

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

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

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

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

Finding a balance

How does he balance work and life? 

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

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

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

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

Mentorship, advice and philosophy

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

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

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

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

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

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

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

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

Connie Adair

Connie Adair is a contributing writer for REM.

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

The Century 21 agent said her local market is coming back to earth after a whirlwind few years, which started with a “huge boom” during COVID-19 as city dwellers exited in droves, seeking an escape a couple of hours outside of the city. 

That lasted until 2022, when interest rates began climbing from historic lows. 

“And then there was the inevitable crash. And I’ll call it a crash, but it was more of a reality check,” said Bradley.

“It was not a sustainable state of affairs.”

A return to the long-term trend

At the early 2022 peak, the median price in Muskoka and Simcoe County was nearly $1.4 million for waterfront residential and $900,000 for non-waterfront, according to OnePoint Association of Realtors (which has a new data reporting system since December 2024). 

Through to the end of 2024, prices steadily ticked downward and leveled out to where they would have been with typical year-over-year increases. 

“We started to see over the past couple of years some nice interest rate reductions,” said Bradley.

“So, there was this feeling of optimism that our markets are now going to start to climb again.”

Tariffs trigger uncertainty, stalling spring market optimism

Many sellers began 2025 feeling hopeful that a long-anticipated spring market was finally within reach, only to see that optimism stall amid uncertainty triggered by new U.S. tariffs. 

“Here I am in Collingwood and Blue Mountain—we’re very driven by skiing. We are a ski community, so our market historically has been a fall market, but we thought this year, this is it. We’ve had four or five interest rate reductions in a row. We’re going to see a spring market. And then we had the tariff.”

The shift in momentum was immediate.

“Essentially, the tariffs made everybody just put the brakes on, because there’s so much uncertainty now in the market—uncertainty from buyers’ perspective, not knowing whether their jobs are stable, or whether our prices are going to continue to erode,” she said. “We went from a period of extreme boom, to a bit of a letdown, to a feeling of optimism, to now again a bit of a disappointment.”

Setting seller expectations in a shifting market

Bradley is finding that setting clear and realistic expectations with sellers has become more crucial than ever.

“The biggest thing is having conversations with my clients that are rooted in reality,” said Bradley. 

She emphasizes that the market has fundamentally changed—gone are the days when a listing virtually guaranteed a quick sale.

“In this market, we have to be patient and strategic,” she said. “A listing won’t move just because it’s listed. It takes the right marketing and the right price.” 

According to Bradley, pricing is now more critical than ever, as buyers come armed with research and knowledge about neighbourhood trends and comparable sales.

“Buyers are savvy,” she said. “They know what properties are worth and are doing more due diligence than ever before.”

While demand may still be steady in some areas, she said that the path to a sale is no longer a straight line. “It’s about knowing your market, knowing your buyer, and being realistic about timelines,” she said.

From retirees to families: A changing buyer profile

The buyer profile in Blue Mountain and Collingwood is shifting, with a growing number of young families and second-home buyers joining what was once a retiree-dominated market. “We’re seeing a shift from primarily retirees to increasingly more families and younger individuals,” said Bradley.

While active retirees are still a part of the mix—often downsizing into condos or low-maintenance homes—there’s now a notable influx of executives who can afford a second property, and families eager to trade city life for something quieter and more connected.

Bradley had once made that decision for herself, trading a busy city lifestyle for a more peaceful and safe environment to raise her son. 

Blue Mountain’s four-season lifestyle attracts savvy investors

Long regarded as a premier winter destination for skiers, Blue Mountain is now gaining traction with investors drawn to its emerging four-season appeal. 

“Historically, this area was a draw for skiers, especially around Blue Mountain,” said Bradley. “But now, we have unbelievable beaches, golf courses, wineries, and a huge biking community.” 

The shift from a seasonal retreat to a year-round hotspot is creating new opportunities in the short-term rental market.

Where properties once sat vacant for much of the year outside ski season, investors are now seeing steady demand through spring, summer, and fall.

“It’s become truly four seasons,” she said. “Their properties don’t sit vacant for the other eight months of the year.” Visitors are coming not just to ski, but to enjoy hiking, mountain biking, beach days, and local wine tours. As a result, Blue Mountain is no longer just a winter playground—it’s an all-year destination with consistent returns across every season.

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 After a wild market run, Krista Bradley navigates a new normal in Southern Georgian Bay appeared first on REM.

When Karen Yolevski accepted the CEO role at Carson Dunlop, it wasn’t just another career move. It was a pivotal moment in the company’s evolution. After years of organic growth, especially on the education side during the pandemic, Carson Dunlop was ready for something different. Not reinvention. Rebuilding. The kind that happens when a business graduates from one era into another and needs new scaffolding for what comes next.

“I’ve been in the space for quite some time,” Yolevski says. “Sometimes I tease that I’m working my way around all the key players in real estate—brokerage, appraisal, title and now inspection.”

What drew her in wasn’t just familiarity with the industry. It was a rare chance to take a gold-standard brand and equip it for its next growth phase. Backed by the Co-operators, Carson Dunlop now plays a central role in advancing the insurer’s home services strategy — helping protect the physical integrity of the home and preserve its long-term value, as part of a broader commitment to building more resilient consumers and sustainable communities.

“The home will continue to be people’s biggest investment,” Yolevski says. “The question is, how do we help them protect that investment, not just at the time of purchase, but over the course of ownership?”

The Canadian home inspection industry remains one of the least standardized sectors in the real estate ecosystem. Licensing requirements vary across provinces, and educational programs are inconsistent. And while inspections can shape, stall, or secure a transaction, they are often treated as a last-minute obligation instead of a professional service. Carson Dunlop sees a different path forward.

A legacy built on trust

Under its founders, the company became synonymous with integrity. Inspections weren’t transactional. They were educational, impartial, and trusted. That trust was hard-earned. Yolevski knows it, and she doesn’t take it for granted.

“Being able to provide wise counsel at a time when a consumer needs it most, and doing so impartially, that’s what this company was built on,” she says. “And we certainly can’t lose that.”

But what got the company here isn’t what will take it forward. 

Over the past few years, the company scaled quickly on the strength of its training platform. But with that scale came strain. Systems needed refinement. Teams needed structure. Processes needed clarity. It’s the moment when a business doesn’t need more adrenaline. It needs architecture. That’s where someone like Yolevski comes in.

Scaling without compromise

Yolevski is not here just to maintain standards. She is here to build the systems that protect and extend them.

“We’re the premier educator in the home inspection space in Canada. Many inspectors in the industry, we’re proud to say, have been trained by us. And we’re not backing down from that, we’re going to grow in that space.”

Education is not just a pillar of the business. It’s the foundation. The company’s strength lies in its ability to train, certify, and support inspectors before they ever interact with a client. Training is how you preserve quality at scale. That institutional mindset, building integrity into the infrastructure, is central to Yolevski’s approach.

Rewriting the perception of inspection

“There’s still this idea that inspection is a ‘necessary evil,’” she says. “It’s a gate you have to get through to close a deal. But that’s not the reality.”

She’s not wrong. Despite being one of the most consequential steps in a transaction, inspections are often feared more than they’re appreciated. But she wants to flip that mindset entirely.

“Think about how much research people do before buying a washer or dryer,” she says. “This is another component of that research, but for the biggest investment you’ll ever make.”

It is a point that sticks. Homeowners obsess over appliance warranties and thread counts but hesitate to engage fully with the systems that run the home they are about to live in. Yolevski wants to shift the narrative. Inspection is not a pass-fail moment. It is a source of insight that informs decision-making long after the deal closes.

“It’s going to tell you what the house is, how it works, what needs attention, and when. And that information lives on after the transaction. That’s incredibly powerful.”

From vendor to industry partner

Yolevski’s credibility doesn’t come from theory. It comes from experience. As COO of Royal LePage’s corporate brokerages, she helped lead a large network of brokerages through market cycles and operational change. That insight now shapes how Carson Dunlop serves agents and brokers, not just clients.

“I feel lucky to have seen the target audience from the inside,” she says. “It gives me a unique perspective on how we can best serve our clients.”

Her definition of service goes well beyond bookings.

“One, you can find us. We’re easy to book. But more importantly, we deliver a service you want to attach your name to. Because if it’s not good, no Realtor’s going to refer us, no matter how convenient we are.”

This is the part of her leadership that feels clearest. She is not chasing attention. She is building alignment. Carson Dunlop is positioning itself as a partner that understands the pressures brokerages and agents face and is designing around those realities. It is not just about inspections. It is about helping the people who help clients.

“We know real estate can be a lonely business,” she says. “It’s hard. It’s competitive. And we’re asking: how do we go beyond service and enrich the Realtor’s business?”

Building a profession, not just a business

That vision includes reshaping how the public and the industry view inspection as a career. The old narrative saw it as a soft landing at the end of another trade. Yolevski wants it to be a real trade of its own.

“It was commonly thought that inspection was a second career. Maybe a tradesperson looking for something to do at the end of their working life,” she says. “But that’s changing.”

Carson Dunlop is now positioning inspection as a first-choice profession, equally valid as plumbing, electrical or HVAC.

“There’s less lead time, fewer physical limitations with new technology like drones, and more opportunity for entrepreneurship,” she says. “We’re positioning ourselves as a launchpad for people coming out of school looking to enter a real profession.”

Change with clarity

The internal transformation is ongoing. Legacy systems are being modernized. New processes are being implemented. The growth that came quickly during the pandemic years is now being structured and stabilized.

“Change can be difficult, even when it’s positive,” Yolevski says. “You can’t force someone to feel like something’s a great idea. You have to walk with them, show them, and let them come to that conclusion themselves.”

That clarity, paired with patience, is how she leads. It’s a style that doesn’t seek applause. It seeks alignment.

What comes next

Having interviewed both Alan Carson and Karen Yolevski within weeks of each other, the contrast is clear. Carson speaks with the quiet confidence of a craftsman. Yolevski moves quickly, system by system, like someone sketching out a framework and checking against the blueprint as she goes. The values are the same. The tempo is different.

Still, the goal remains. Set a new standard. Grow the company without diluting it. Turn trust into scale, and scale into infrastructure.

“Coast to coast, I want us to be the first name that comes to mind when people think of quality inspections. When they think of professionalism. When they think of partnership.”

That is not a slogan. That is a strategy. And now the blueprint is on the table.

Voices by REM

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