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

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

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

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

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

“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.

Finches with thick beaks cracked seeds none of their cousins could touch; slim beaks reached nectar that others couldn’t access. The insight wasn’t that birds grew bigger or tried harder. It was that form and function changed together; a new trait for a new reality. 

That is evolution.

But if those birds were boards, Darwin’s experience would have been very different. He’d find lots of motion: new logos, fresh committees, tech programs, even mergers. That’s growth, getting bigger, and adaptation, tweaking to survive. But would he see evolution, a durable change in governance DNA that shifts who holds power, how decisions are made, and how accountability works? 

I’d argue he would not.

Further, did the finches know that they’d evolved? 

Probably not; they were busy surviving. 

It took an observer to contrast what came before with what existed now and say, “This is different.” Boards can be the same: inside the system, small moves feel like progress; outside, the species looks unchanged. That is to say: it isn’t for the species to determine that it has evolved.

Survival of the fittest… bylaws

It is worth saying out loud that growth and adaptation are not bad. They often keep systems responsive in the short term. But evolution is different. It creates traits that survive turnover at the board table and do not depend on personalities. Those traits pass to the next generation. That is the bar if we care about what is better for the profession.

Boards exist to serve the profession, not to perpetuate themselves. By that measure, evolution is the work.

The habitat has changed (and no, a new logo isn’t camouflage)

The landscape is already nudging boards toward new traits. In Canada, the proposed settlement in the Sunderland and McFall class actions would have Re/Max adopt changes that include ending the practice of requiring its franchisees and their affiliated brokers and agents to join a defendant board or association or to follow the rules alleged to give rise to damages. 

The settlement requires court approval, but the signal is plain: assumptions about mandatory membership are no longer fixed. 

In the United States, the Phoenix Association of Realtors (PAR) offers a non-member MLS access path that uncouples platform access from traditional association membership. Following discussions with NAR in February of this year, PAR adjusted its program to comply with national bylaws while continuing non-member access to the Arizona Regional MLS (ARMLS), a practice NAR acknowledged has existed in Phoenix since the 1990s. ARMLS’ current rules also recognize both Realtor and non-member participants. 

The sky didn’t fall. It’s just another beak in a different habitat.

A different beak for a different feed

Darwin’s finches survived because their beaks evolved to fit their environment. Boards need the same kind of change. Four traits, carried forward across leadership cycles, would make boards measurably fitter and the profession stronger.

The first beak: member referendums

A trait matters only if it persists. Governance is the same. Structural decisions that bind the profession for years should not rest solely with a handful of directors. Binding member referendums make authority heritable. Mergers, long contracts, and bylaw rewrites that alter rights should go to the members with plain-language summaries of costs, benefits, and alternatives. In Ontario, the Not-for-Profit Corporations Act already allows members to remove directors by ordinary resolution, which lowers the practical threshold of accountability. Building referendums into bylaws takes the next step and ensures power remains with the profession itself. Professional associations from credit unions to universities already use binding referendums for major structural questions. Realtors should expect no less

The upside here is ownership: members feel the system is theirs, not something done to them.

The second beak: sunset clauses

In nature, unhelpful traits fade. In boards, outdated contracts linger. Sunset clauses create selection pressure. Major policies and multi-year agreements should expire by default, five years at most, with shorter horizons for volatile technology. Renewal must be justified in daylight, with outcomes, costs, and alternatives on the table, and member consent where impact is significant. Sunset clauses aren’t radical; they exist in legislation, in corporate debt covenants, even in tech vendor licensing. Their purpose is simple: to force daylight reviews and prevent bad contracts from becoming permanent fixtures.

The upside is agility: boards stay nimble, avoid vendor lock-in, and keep only what still serves the profession.

The third beak: brokerage centrality

Finches didn’t evolve their beaks to beautify nests. They evolved them to reach food.

 Brokerages carry the regulatory burden and answer to provincial regulators for compliance and consumer protection. Boards do not. That reality suggests a different division of labour. Boards are strongest when they focus on the commons, advocacy, professional standards, and data integrity, while brokerages take the lead on training, tools, and culture. That’s not a cutback for boards; it’s alignment with where accountability already lives in regulation. When roles are clear, duplication fades and members see better value on both sides. 

The fourth beak: a share-capital lens

New traits must withstand pressure. For boards, that means scrutiny. 

Publish director attendance and voting records. Tie long-term contracts to measurable outcomes and report them in member-facing dashboards. Commission independent value audits and treat external critique as feedback for improvement. This is not demutualization or privatization (though I find myself drawn to the potential upside of these). Boards would remain not-for-profit. What I’m suggesting is importing the accountability norms share-capital corporations already live under: director attendance and voting records, contract performance tied to measurable outcomes, and independent audits. It’s not about changing the structure; it’s about raising the standard.

The upside is trust earned through proof rather than slogans.

Extinction events: board edition

How can members tell whether a board has evolved or merely adapted? 

Ask whether the change survives a leadership transition or vanishes when faces change. Ask whether power, accountability, and transparency moved toward members or retreated behind closed doors. Ask whether Realtors are tangibly stronger, faster, and more credible in their markets because of it. 

If the answers line up with durability, redistribution of power, and professional fitness, the beak has changed.

Duty over drift

Growth is impressive and adaptation is often necessary, but neither change what an organism is. Boards are not ends in themselves. They are stewards of a profession. The duty is to strengthen the environment in which Realtors thrive.

That duty is fulfilled when boards evolve. Member referendums embed consent. Sunset clauses stop dead weight from calcifying. Brokerage centrality aligns responsibility with accountability. A share-capital lens proves value in daylight.

The profession deserves boards that evolve as surely as Darwin’s finches did, reshaped to thrive in their environment and stronger for the generation that follows.

Brandon Reay

Brandon Reay brings a multifaceted background in real estate practice, policy, and governance. Before stepping into brokerage leadership, Brandon spent several years in organized real estate, contributing to strategic initiatives and advocacy efforts with CREA and OREA, and various Chambers of Commerce. His work has included shaping housing policy, supporting regulatory reform, and improving REALTOR® engagement across the country.

Brandon’s approach blends hands-on brokerage experience with a systems-level understanding of how policy, market forces, and professional standards intersect. He is known for helping professionals navigate evolving market conditions and advocating for higher standards within the industry. In addition to his leadership role at RE/MAX Hallmark Realty Group, he remains an active REALTOR® focused on agent development, business strategy, and client service.

Brandon regularly contributes commentary on market trends to media outlets and industry publications and has served as a spokesperson on housing issues in Ottawa. He is also a frequent speaker at real estate events, offering data-driven insights on brokerage strategy, professionalism, and the future of the industry.

He holds a Master of Business Administration from the Sprott School of Business. Brandon lives in Ottawa, where he remains closely involved in local policy discussions on housing affordability and real estate governance.

The post Reay: What Darwin can teach us about real estate board evolution appeared first on REM.

The Ontario Real Estate Association (OREA) has named Luigi Favaro as its next CEO.

Favaro, currently VP of partnerships for OREA, will take the helm after 17 years with the association. Favaro will begin as CEO on Sept. 2. 

“I am honoured and proud to be the next CEO of the Ontario Real Estate Association,” Favaro said at a press conference Friday announcing his new role. “I look forward to working together to carry forward the great progress we have already made and stay focused on what matters to all of our members.”

A vision of truth and teamwork

Favaro said his leadership will be grounded in trust, transparency, and collaboration, and he plans to foster relationships with the 100,000 members, the provincial leaders, stakeholders, and 23 member boards. 

He said that he has built a strong relationship with Ontario Premier Doug Ford that “goes beyond just business” and plans to continue to lobby the government on behalf of OREA’s members.

His vision for the role will be to listen to members and do what he can to help them in their businesses and lives, Favaro said.

The end of a long search

OREA president Cathy Polan admitted Friday that the search took longer than expected.

“We wanted to make sure that we took the time to make the right decision and choose a candidate that would provide the vision and direction necessary to continue elevating our association and strengthening our profession,” Polan said Friday. “(Favaro) brings nearly 20 years of experience in the real estate industry with a proven track record in leadership, strategic development, and organizational growth.”

Favaro’s impact to date

Polan said that Favaro has helped expand the organization’s strategic partnerships, oversaw the development of member board support programs, and launched key association initiatives that she says enhanced member satisfaction.

Interim CEO Sonia Richards, who stepped in when Tim Hudak resigned last summer, said Friday that Favaro has been a pillar of the organization for as long as she can remember. 

Eric Stober

Eric Stober has over 10 years experience as a journalist and writer at publications big and small, including Global News, Toronto Life, Post City Magazine, Greencamp.com, the Toronto Star and The Grid.

The post Luigi Favaro appointed as OREA’s new CEO appeared first on REM.

The appointment is effective immediately, as announced by RECO’s board of directors on Monday. 

Following the retirement of the previous CEO Michael Beard, RECO’s board named Buchanan as interim CEO in February 2025, following a six-year tenure as the organization’s COO.

“I am honoured to continue to lead the RECO team as we build on our momentum as a consumer-focused, forward-looking and technology-enabled regulator,” said Buchanan in a statement. 

“I’m excited to deepen our collaboration with the Ontario government, and our stakeholders, as we work together to support the real estate profession and ensure strong consumer protection.”

Buchanan is an “accomplished and empathetic leader,” said RECO, who brings to the CEO role “deep experience, strong support for team and stakeholder engagement, and an unwavering commitment to consumer protection.”

She has more than 20 years of experience in the Ontario regulatory environment and has held senior positions in both public and private sector organizations. 

“We are proud to welcome Brenda as RECO’s new CEO,” said Katie Steinfeld, chair of RECO’s board. 

“Brenda is a bold, forward-thinking leader whose vision and drive will lead RECO into a new era of innovation, transparency, and consumer trust. Her appointment marks an exciting chapter for RECO as we embrace change and reimagine the future of real estate regulation in Ontario.”

The post Brenda Buchanan appointed CEO of RECO appeared first on REM.

Kalles, founder of Harvey Kalles Real Estate Ltd., died on July 9 at age 98.

In the industry for nearly three-quarters of a century, Kalles was still in tune with the real estate market even days before his passing. His son Michael Kalles, president of the family brokerage, said during the service on Thursday at Benjamin’s Park Memorial Chapel that his father was still sharp as a tack, and that the two were just talking about mortgage rates, GICs, and the real estate business.

“For the last 30-plus years, I’ve had the privilege to learn real estate and ethics from the greatest teacher there ever was,” said Michael during the service. 

In 1951, Kalles transitioned from wholesaling fruit – the business his father was in – to real estate. He founded his brokerage in 1957, focusing his early efforts on syndicating farm land in Mississauga. 

After 20 years, his wife, Elise, joined in sales.

Today, the brokerage boasts 300 real estate agents, representing over $10 billion in sales from 2021 to 2023, according to its website. 

As much as the business as grown in scale, it’s also grown in loyalty. 

Michael said during the service that the brokerage recently celebrated 53 agents and support staff who have been there for 25 years or more.

Kalles inherited work ethic and generosity

Kalles was a second-generation Canadian, according to a writeup on the Jewish Foundation of Greater Toronto website. 

He wrote that, like so many newcomers, his parents were on their own to support themselves in their new country.

“I was fortunate to be born in Canada, and into relatively improved living conditions, compared to what my parents faced in their early years. But money was still scarce, and antisemitism was rampant, even in Toronto. I was beaten up many times by my non-Jewish peers, and no one dared to intervene,” he wrote.

He said his parents were generous with the little money they had, which was a value passed down to him.

“There was a simple credo by which their generation operated: work hard and look after each other,” he wrote.

One specific memory stuck with him forever, he said.

“It was near the end of World War II, and the horrors that befell the Jews in Europe were just beginning to come to light. The Jewish wholesalers in Toronto banded together to help Europe’s Jewish refugees by collecting funds. Every one of us contributed. I donated my full week’s salary. In that moment, my commitment to help others was cemented.”

Impact on the industry

Evan Malach, who has worked at HKRE since 2018, said he was immediately impressed with Kalles’ attention to detail, even after the age 90.

He said Kalles always made him feel like he and his goals were important to him.

“You just felt like he was someone you could really talk to and relate to,” he said.

“The name was big, but the person behind the name was real. The genuine authenticity you felt in his presence was very unique and special.”

Of the many messages left on the funeral home notice, dozens were from colleagues who shared memories of Kalles, and talked about the impact that working alongside him had on their careers. 

“His sense of humour and that unforgettable smile brighten even the toughest day. It was a true privilege to know and work with him for 40 years,” wrote HKRE agent Olga Shrage. 

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 A legacy measured in more than sales: Harvey Kalles appeared first on REM.

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

Leadership appointments

Parm Sidhu joins Re/Max Elite as broker of record

Re/Max Elite has appointed Parm Sidhu as its new broker of record and operations manager. With 18 years of experience in Alberta real estate, Sidhu will manage operations across all three Re/Max Elite offices in Edmonton, offering strategic direction and agent support.

Previously, Sidhu helped grow Alberta’s largest non-franchise brokerage, increasing its agent count from 50 to over 1,300 in six years. Her approach emphasized compliance, accountability, and development.

A Canadian Army veteran, she leads with structure and service. She has also served on the boards of the Alberta Real Estate Association and the Realtors Association of Edmonton.

“I’m excited to join Re/Max Elite and lead a brokerage that shares my values of professionalism, transparency, and excellence,” said Sidhu.

Retirements

Century 21 Canada broker Marg Bowlen retires after four decades of leadership

Marg Bowlen has stepped down as broker-owner of Century 21 Trident in Dartmouth, NS. after more than 40 years with the company. She began her career in 1980 as the office secretary when the brokerage first opened and became office manager in 1986. She was licensed the following year and became co-owner with Gary Chambers. In 1988, Bowlen became the broker.

Throughout her career, Bowlen focused on building strong operations and supporting agent growth. Under her leadership, the office developed a reputation for consistency and agent support. She worked closely with her leadership team, including longtime colleague Lisa Surette.

She also served with the provincial association for many years, offering input on real estate issues in the province. Outside of real estate, she supported several community programs, including youth hockey leagues, school breakfast programs, and Century 21 Canada’s national charitable partner, the Easter Seals Kids to Camp Program.

Surette, who worked alongside her for years, said, “She’s the kind of friend you always want in your corner… when the agents succeed, the company succeeds. And she has lived that truth every single day.”

Century 21 Trident will continue operations under its current team.

Business expansions

Century 21 Green Realty acquires Brampton-based Century 21 Empire Realty

Century 21 Green Realty has acquired Century 21 Empire Realty, a Brampton-based brokerage founded in 2017. The deal adds over 100 agents to the Century 21 Green Realty network and expands its operations in the Greater Toronto Area.

Century 21 Green Realty, led by broker of record Lakhvir Randhawa, now has offices in Mississauga, Brampton, and Milton. The brokerage offers weekly training, full-time admin and marketing support, and a structured leadership team.

“Our mission has always been to train, mentor, and elevate agents into industry leaders,” said Randhawa.

Agents from Century 21 Empire Realty will now have access to additional support systems and professional development resources.

“This isn’t just about growth in numbers, it’s about elevating the quality of service and leadership,” said Todd Shyiak, executive vice president of Century 21 Canada.

Century 21 Green Realty plans to continue expanding its services and training across the region.

Awards and accolades

Five Canadian agents named to “30 Under 30” list by Coldwell Banker

Five Coldwell Banker Canada agents have been named to the 2025 Coldwell Banker 30 Under 30 list, an international recognition awarded to top young professionals in the global Coldwell Banker network.

Selected from over 100,000 affiliated sales professionals in approximately 2,900 offices across 45 countries and territories, the honourees were chosen for their leadership, innovation, and service early in their careers.

The Canadian recipients are:

• Brody Reimer – Coldwell Banker Signature (Saskatoon, Sask.)

• Hunter Butts – Coldwell Banker Performance Realty (Amherst, N.S.)

• Stephen Jacyk – Coldwell Banker Park Avenue Real Estate (Beausejour, Man.)

• Jake Sherninin – Coldwell Banker Executives Realty (Castlegar, B.C.)

• Nathan Round – Coldwell Banker Northern Bestsellers (Yellowknife, N.W.T.)

“We couldn’t be prouder of these five Canadian agents and all they have accomplished,” said Karim Kennedy, CEO of Coldwell Banker Canada. “They reflect everything our brand stands for: entrepreneurial spirit, strong community roots, and a genuine commitment to helping people find their way home.”

The recognition highlights Coldwell Banker Canada’s growing national network and focus on supporting next-generation talent.

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

A job advertisement recently posted by executive search firm Preston Human Capital Group seeks to attract top talent to the role, which provides leadership to the real estate association of more than 100,000 members. 

“This is a unique opportunity to lead a high-profile association into its next phase of growth and impact,” reads the seven-page job profile.

The majority of PHC’s work is in the “social good sector,” which includes nonprofits, charities and social enterprises, according to its website. 

The application deadline is June 27.

Reopening the call

OREA president Cathy Polan said in a written statement to Real Estate Magazine that the association was in the final stages of welcoming a suitable candidate.

“…Due to unforeseen circumstances, they were no longer able to move forward in the process,” said Polan. “We intend to complete this next phase of the recruitment process as quickly as possible, while also ensuring we select the best possible person to lead the association for years to come.”

OREA has been planning to hire a new CEO since Tim Hudak’s resignation in August 2024.

OREA originally began its search in December with Ketchum Canada Inc., a consulting firm in the not-for-profit space.

The post OREA reignites search for CEO appeared first on REM.

The post REVEL leadership summit takes on The Falls in 2025 appeared first on REM.

Leadership appointments 

Coldwell Banker Canada appoints Hashim Arthur as chief operating officer

Coldwell Banker Canada has appointed longtime employee Hashim Arthur as chief operating officer (COO). Having previously served as vice president of operations, he brings over a decade of leadership and operational expertise to the elevated role. 

Arthur has held several key leadership positions at Coldwell Banker Canada, including manager of affiliate services, where he led initiatives in technology implementation, training, and franchise engagement.

With a background in business management and marketing, and a post-graduate specialization in advertising, his experience in telecommunications and real estate provides a unique perspective on customer service, change management, and innovation, says the company.

“Hashim’s journey is a testament to dedication, capability, and vision,” said Karim Kennedy, CEO of Coldwell Banker Canada. “His experience with both the day-to-day and strategic aspects of our network make him the ideal person to lead our operational strategy and deliver greater value to franchisees nationwide.” 

As COO, he will lead national operations, oversee systems integration, and work closely with the executive team to support Coldwell Banker’s franchisees and agents across Canada.

Felix Bravo named managing director, international at eXp Realty

Felix Bravo has been promoted to managing director, international of eXp World Holdings, Inc, a critical move toward accelerating global expansion. 

The company says Bravo has delivered some of the most successful international launches in eXp’s history, including Perú and Türkiye. Egypt is next, with multiple markets in development as eXp moves toward its 2030 target: 50 countries and 50,000 agents globally.

“Felix is building the playbook for global scale — rooted in trust, systems, and agent success,” said Glenn Sanford, founder of eXp Realty and CEO of eXp World Holdings.

Bravo’s mandate includes launching new countries with operational precision, reinforcing existing ones through local autonomy, and driving global alignment across agent enablement, tech infrastructure, and AI-powered operations.

“I’ve seen what eXp’s model can do when it’s locally led and globally connected,” said Bravo. “This next chapter is about scaling that power — creating systems that last, leaders who thrive, and communities of agents that grow stronger together.”

Sandra Kirkland joins Re/Max Twin City

Sandra Kirkland has officially joined Re/Max Twin City as vice president, starting April 30. 

It’s a brand-new role to support the brokerage’s continued momentum.

Since its inception in Kitchener, Ont., the brokerage has grown to include offices in Brantford, Paris, Cambridge, Waterloo and New Hamburg.

Kirkland joins Twin City from Re/Max Canada, where she served as executive director of regional development.

With nearly 20 years of varied real estate experience and a career spanning governance, education, operations, and strategic growth, she is widely regarded as a “powerhouse in Canadian real estate,” reads a statement from the brokerage. 

Re/Max’s Sean Lowry elevated to corporate ranks 

A longtime agent with a top Re/Max brokerage in Waterloo, Ont., Sean Lowry has been named director of region development for the eastern region of Re/Max Canada.

He will be using his nearly decade-long experience to help other entrepreneurs across the country grow their businesses.

“The initial excitement and draw I had to the Re/Max brand when I was a new agent has never left me,” he said.

“Even after almost 10 years, I can still vividly feel how possible everything feels every time I see the Re/Max balloon.”

Royal Lepage Prestige welcomes Craig Finnman and Deanna Jacobson 

Royal LePage is announcing that Craig Finnman and Deanna Jacobson of the Finnman Team, formerly with Re/Max, have recently joined the Royal LePage network, choosing Royal LePage Prestige Realty based in Sherwood Park, Alberta as their new brokerage.

The pair brings 38 years of combined experience to the brokerage.

“There were several key factors that drew us to Royal LePage Prestige, including their supportive team model that empowers agents to grow and succeed,” said Finnman.

The recruitment of the Finnman Team marks the fifth major team to join Royal LePage Prestige from Re/Max in just a few years, reads the announcement.

“The brokerage has created something truly special – a warm, collaborative community where support and teamwork are central to everything,” said Jacobson.

Brokerage expansions and conversions

Engel & Völkers touches down in New Brunswick

Global real estate brand Engel & Völkers has announced its entry into New Brunswick with the opening of the province’s flagship location in Moncton.

Led by license partner Susan Steeves, the shop will cater to Moncton, Riverview, Dieppe, Hillsborough, Salisbury, Petitcodiac, Sussex, Apohaqui, Cambridge Narrows, Shediac, Beaubassin East, Saint-Antoine and Little Shemogue.

With over 20 years in hotel management and real estate, Steeves brings a wealth of experience to her role. 

“Moncton has swiftly emerged as one of Canada’s fastest-growing communities, making it the ideal setting for Engel & Völkers to further establish its presence in the Maritimes,” says Stuart Siegel, president and CEO, Engel & Völkers Americas.

“New Brunswick will strengthen our footprint in Eastern Canada. With Susan’s expertise and leadership, her team will provide premium and tailored real estate service to buyers and sellers.” 

Honorable Mentions

Re/Max Canada Named One of Canada’s 100 Most Reputable Companies

Re/Max Canada has been named one of the 100 Most Reputable Companies in Canada by Leger’s annual Reputation Study for its third year in a row – also securing its spot as the number one company in Canada’s real estate sector for 2025.

“In a fast-paced and growing industry, RE/MAX Canada and its network of brokers and agents continues to stand out for its deep commitment to community, client care, and ethical practices, as defined by the REALTOR® Code of Ethics – key qualities that helped earn this national recognition,” said a company statement.

Want your team’s latest success featured in next month’s column?

Reach out to editor@realestatemagazine.ca with your announcement and a high-res photo by the 26th.

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