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REM Bot

Content by REM Bot has been created with the assistance of AI. Audio and video interviews, conducted by our team with real people, are transcribed and repurposed into text for those who prefer reading. REM Bot articles are reviewed by staff before publication to ensure factual accuracy and maintain editorial standards.

The post The future of listing presentations: Credibility, case studies & trust appeared first on REM.

We have, in many ways, traded trust for transactions.

The real estate industry has outsourced education to lead generation platforms, sales training companies, and technology providers. We’ve prioritized ego over empathy, speed over strategy, and influence over integrity. We’ve neglected to develop the essential professional skills agents need to genuinely serve and protect consumers.

Trust as your strategic advantage

In an era of increasing complexity, digital overload, and eroding public trust, there is one skill set that will give you a decisive advantage in real estate.

Building trust is not just a “nice to have.” It is a tangible business advantage that helps you attract more clients, get listings priced right, help buyers off the fence, and secure accepted offers. Deep trust creates the environment for clients to make the difficult decisions often required in challenging markets.

Let’s explore how to multiply this Trust Advantage to help you create a business that is as enjoyable as it is successful.

Why trust matters more than ever

Real estate decisions are complex, emotional, and consequential. Our clients are navigating uncertainty, financial pressure, and emotional stakes that go far beyond spreadsheets and sales data. They are scared, overwhelmed, and increasingly skeptical.

What they need isn’t a pitch. It’s a professional they can trust.

When deep trust is present:

• Clients are more open to hearing the hard truths
• They make better decisions in alignment with their long-term goals
• They become less defensive and more collaborative
• They respect you as a professional who has their best interest at heart

Trust creates a safe psychological space where people can access their best thinking, where they don’t just react emotionally but respond rationally.

This doesn’t just help your clients. It’s also how you win more business through word of mouth, loyalty, and alignment with those clients who truly value your expertise.

When trust is missing

We’ve all seen what happens when trust is low:

• Sellers overprice and refuse to reduce, even as showings dwindle
• Buyers back out or hesitate because they feel pushed, not advised
• Offers fall apart because agents don’t communicate clearly or honestly
• Clients shop around, ghosting the agents they don’t trust to guide them well

In short: deals cost more, take longer, and often die entirely.

Meanwhile, those who earn trust, the professionals who listen deeply, speak candidly, and act with competency and integrity, continue to close the right deals with the right people. Look around. The agents who have mastered this market excel at these professional skills.

Trust is a strategic advantage

Let’s be clear: trust isn’t soft. It’s not about being nice. It’s a hard skill with real-world implications. Stephen M. R. Covey captures this perfectly in his book The Speed of Trust:

“When trust is low, speed goes down and cost goes up. When trust is high, speed goes up and cost goes down.”

The agents, teams, and brokerages who invest in building high trust cultures are:

• More efficient
• More influential
• More profitable
• More future proof

It’s not just a better way to do business, it’s the only way to do business in markets that require competence and character in equal measure.

What is trust, really?

Trust is often misunderstood in real estate. Many agents think it’s about being liked, being agreeable, or not pressuring the client. But likability isn’t enough, and it can be a trap if it prevents you from speaking hard truths.

Covey differentiates between two types of trust:

• Heart trust: integrity, honesty, motives
• Head trust: capability, competence, results

Most Realtors focus heavily on heart trust. They want to be seen as kind, caring, approachable. But where we often fall short is in head trust. This is where professional competence becomes crucial.

The competency gap

To build trust, we must be exceptionally good at the right things. Yet many agents mistake lead generation and technology tools for skill. These are essential functions, but they are not what makes you a great Realtor in tough markets.

The true professional skills, the ones that earn head trust, are:

• • Strategic thinking
  • Persuasive communication
  • Market insight
  • Psychological awareness

• Negotiation intelligence

These competencies help clients succeed in hard markets. They allow us to influence without coercion, advise without agenda, and build trust without performative charm.

The path forward

Rebuilding trust isn’t a branding exercise. It’s a commitment to yourself, your clients, and your profession.

The trust advantage isn’t just a concept. It’s a philosophy and a practice that asks us to:

• Speak truth with courage
• Sharpen our skills with discipline
• Hold client wellbeing above self-interest
• Lead with clarity, consistency, and care

And when we do, we don’t just get more clients; we get the right clients. We don’t just close more deals; we create outcomes that matter. And we don’t just grow our business; we elevate our profession.

Final word

Trust may not be flashy. It doesn’t get you viral videos or instant followers. But it builds something far more valuable: a business, and a life, built on real influence, real service, and real success.

That is the trust advantage. And in today’s market, it’s the only advantage that truly lasts.

Suze Cumming

Suze Cumming is the founder of The Nature of Real Estate and Canada’s Real Estate Negotiation guru. Suze and her team have run over 5000 real estate professionals through negotiation designation courses since 2013 and have guided many top agents and teams to their success.  

Her courses, the Accredited Real Estate Negotiator (AREN) and the Professional Real Estate Negotiator (PREN), are Canada’s newest and fastest-growing designation.   These courses are offered live online in small interactive groups or in person for brokerages and boards.   

Suze is passionate about two things. Helping REALTORS get massively successful results for their clients and for themselves.   And Sailboat racing.   When Suze isn’t on a stage or in a zoom room, you’ll find her racing her sailing yachts in various locations around the world.    

For 40 years, Suze has been passionate about real estate and the lifestyle that it makes possible for each of us.  She knows for sure that the only way to the top is to be remarkably good at what you do.  

thenatureofrealestate.com/

The post Negotiation Intelligence: Leveraging trust in challenging markets appeared first on REM.

These incidents have not only shaken consumer confidence but also exposed critical weaknesses in the regulatory oversight meant to protect the public. As millions of dollars are at stake and trust is eroded, industry leaders emphasize that the damage extends beyond the individuals involved, threatening the integrity of the entire profession.

For many Canadians, buying or selling a home remains one of the most significant financial decisions of their lives, and that process depends fundamentally on trust in Realtors.

What happened

iPro Realty, with 2,400 agents and 17 locations, closed down in mid-August over questions about $10.5 million going missing from the brokerage’s trust accounts. Demands for action grew after Ontario’s real estate regulator the Real Estate Council of Ontario (RECO) said that iPro Realty co-founders Rui Alves and Fedele Colucci would not face charges.

The Ontario Provincial Police have since announced that it is launching an investigation into iPro.

The total amount missing is now $8 million, RECO has said. And last week, the Ontario government said it was intervening with a review of RECO.

Details still unfolding on alleged Calgary Ponzi scheme 

In May, Re/Max Canada dropped its affiliation to Re/Max Real Estate (Central) in Calgary amid allegations surrounding a multi-million-dollar Ponzi scheme run by a former agent. 

The Real Estate Council of Alberta (RECA) completed its disciplinary process for former Realtor Eric Drinkwater. RECA said he admitted to serious breaches, and an independent hearing panel has already found him guilty of conduct deserving of sanction. RECA demonstrated to the panel why a permanent ban is appropriate given the conduct, and it awaits the panel’s final decision on sanctioning. 

RECA hearings for David Lem (broker) and Pat Hare (associate and brokerage owner) are slated for October.

‘Everybody has a part to play’

Janice Myers, CEO of the Canadian Real Estate Association, said when trust in the industry is broken, it doesn’t just impact the individuals directly involved; it threatens the reputation of the entire profession.

“It impacts the entire ecosystem that is designed to ensure situations like this don’t happen,” she says.

“In Canada, the Realtor Code represents the highest standard of professional conduct, and boards and associations were founded to set and uphold those standards of professionalism and ethics. In many provinces, they were actually the ones who pushed for the regulatory oversight we see today.”

She said the vast majority of Realtors embody these values, but when misconduct such as what happened at iPro becomes public, people rightfully have questions about trust and transparency.

She says trust is the cornerstone of real estate. Clients need confidence that their Realtor is acting with integrity, while in turn, Realtors trust their clients to be transparent and realistic. It’s this mutual trust that really makes these successful transactions possible.

“What we want is a highly professional, ethical individual, trained and acting with the utmost integrity, working with consumers. We are all aligned, and government is aligned on that, too,” adds Myers.

“Everybody has a part to play, with the backstop of government and the act that governs Realtors being extremely important, as well as the Realtor Code that CREA has. All of those work together to instill that trust.”

The final backdrop, she said, is government ensuring the legislation is up to date, allowing regulatory authorities to act swiftly and take necessary steps in situations like iPro, “where public trust has been broken and millions of dollars have been obviously misdirected.”

‘RECO has failed’: Crawford

Industry insiders widely agree that the root of these scandals lies in regulatory failures. 

A spokesperson for Ontario’s Minister of Public and Business Service Delivery and Procurement, Stephen Crawford, said in an email: “As the province’s real estate regulator, RECO has a duty to protect consumers and uphold professional standards in Ontario’s real estate sector. In its handling of the iPro Realty case, the largest case of fraud in Ontario’s real estate history, RECO failed to deliver on (its) core mandate.

“As a result of this mishandling, the Minister will step in to oversee a third-party review of RECO to ensure the process meets professional standards, reflects industry expectations, and restores public trust in Ontario’s real estate regulation.”

In response to an interview request, the RECO media team responded: “We are not providing interviews at this time. Please refer to the public statements available on our website.”

Regulators ‘failing’ on their mandate: AREA CEO

Brad Mitchell, CEO of the Alberta Real Estate Association, says a vast majority of members serve the public in a very professional, courteous, and competent manner. But, like every industry, “we have a few in our industry that don’t do that, and it’s very unfortunate.”

The Re/Max Central and iPro Realty cases aren’t small slip-ups, said Mitchell, they’re glaring examples of regulators failing at the part of their mandate that matters most: protecting the public.

When that doesn’t happen, said Mitchell, consumers pay the price, and trust in the industry is shaken.

He said it’s on both government and industry to get regulation right.

“We’ve had a ton of problems with our regulatory body here in Alberta, and they’ve had the same issues in Ontario,” said Mitchell.

Mitchell says some regulators cozy up to the industry, instead of doing their jobs with independence, and that’s where they’ve “lost their way.”

He said governments need to “strip regulatory bodies down to bare bones” and rebuild.

Mitchell argued that the real estate industry needs proper regulation, since most members want to keep out bad actors. He noted that even people arrested for serious crimes have remained licensed as Realtors, while regulators focus on trivial matters like sign details or measurement rules.

In his view, regulators neglect serious misconduct and instead waste effort on minor technicalities.

RECA responds

In an emailed statement, RECA said the assertion that it has not acted is false. RECA said it prioritized the Drinkwater investigation and has already completed its disciplinary process. 

“A profession’s greatest asset is its reputation. The vast majority of industry professionals act with integrity and care for their clients, and we share the frustration and anger felt when fraud occurs,” it said.

“Alberta has strong protections in place. Consumers can use RECA ProCheck to confirm licences and view disciplinary histories. Each sector has distinct education and licensing requirements, and credentials are public. If someone lacks the proper licence, that’s a red flag.

RECA said its processes and mandate are legislated. They’re also guided by case law and legal precedent. Acting without enough evidence (or outside our authority) would invite lawsuits, taint proceedings, and delay justice. 

“We work tirelessly within the bounds that the Government of Alberta has established to meet our mandate in protecting consumers,” it said.

“Albertans expect fair, transparent processes. Skipping due process goes against that and risks judicial review that could overturn decisions and sanctions and delay justice for victims. RECA’s responsibility is clear: act decisively when evidence exists, and ensure sanctions stand. That’s how we help protect consumers and preserve trust in the profession.”

A government spokesperson for Minister of Service Alberta and Red Tape Reduction Dale Nally said “the Minister’s schedule doesn’t allow for an interview at this time,” and there was no response when asked to provide a statement.

A lesson in choosing a brokerage

Todd Shyiak, executive vice president of CENTURY 21 Canada, said the iPro collapse is a reminder that the industry must reset its standards. Agents must re-examine what they demand from the brokerages with which they choose to affiliate.

“The lesson is clear: choosing a brokerage based on cost alone is short-sighted calculation. Agents must invest in their career and align with brokerages that will show their value through stability, leadership, and the resources required to deliver the best standard of service to clients,” he says.

“The future of Canadian real estate depends on setting — and meeting — higher expectations. Agents must demand it. Clients deserve it. And our industry’s reputation requires it.”

The recent scandals take away confidence in the industry. They take away confidence in the oversight of the industry. 

“Oversight means mandatory regular audits and demanding brokers send in monthly balances of their trust accounts to show they’re copacetic.

“The oversight in our industry has failed time and time again to address one of the core problems in my mind. These brokers they charge nothing, they do nothing, they offer nothing and allow agents to wallow.”

Faith in the process

Alan Tennant, CEO of Calgary Real Estate Board, says it’s always upsetting when to see real estate consumers affected when they shouldn’t be.

“That’s a situation where I think we all know that all of our rules and laws governing real estate need to be fully and effectively enforced. And until we know they haven’t been fully enforced, we have to have some faith in these systems and processes and allow them to unfold,” he says.

“And then, if there’s been a lack in enforcement, then I’m very confident the industry will step up. You know, if I have any concerns about these situations, it’s probably more around the potential for an overreaction. My experience has been that when you get a group of Realtors together in a decision-making role, whether it’s creating rules or managing ethics situations, they always consistently have very high standards and a very low tolerance for noncompliance.

“I think all Realtors need to be concerned about the potential damage to the brand. And they all have a role to play in making sure things are corrected.”

Mario Toneguzzi

Mario Toneguzzi is a contributing writer for REM. He has more than 40 years of experience as a daily newspaper writer, columnist, and editor. He worked for 35 years at the Calgary Herald, covering sports, crime, politics, health, faith, city and breaking news, and business. He now works on his own as a freelance writer for several national publications and consultant in communications and media relations/training. Mario was named in 2021 as one of the Top 10 Business Journalists in the World by PR News – the only Canadian to make the list.

The post Two high-profile scandals spark reckoning for Canadian real estate industry appeared first on REM.

I didn’t have a master plan. I had just been fired from a job, and bills were due. I was in talks with another company that was more “industry-adjacent” than in the industry. 

I had bills to pay in the meantime, and so I figured I’d help agents with their marketing. I thought it might just be temporary until the new job happened. Then, in a couple of weeks, I had already started making more than I did at the job I had been at. I never looked back.

The company, Just Sell Homes, took on a life of its own. It grew fast and had a lot of stumbles along the way. Over the years, it became a test lab for real estate marketing. Serving agents, teams, and vendors across the country. It taught me the patterns. The pain points. The stuff no one talks about on stages.

Then it led me to a new chapter: taking the reins at Real Estate Magazine. I still think about marketing every day, we still serve clients at Just Sell Homes, but now I get to zoom out and look at how we move the whole industry forward, too.

I sat down to write “10 Lessons from 10 Years,” but I couldn’t stop at 10. These are the ideas that Just Sell Homes has been built on and now shape what we’re doing at REM.

Marketing Truths

Attention ≠ Authority

Getting a lot of views doesn’t mean you’re building a business. I’ve had videos with six-figure views and bring in zero business. I’ve also had videos with 500 views bring in six figures in revenue. Building trust with the right people is the goal, not the biggest number of people. 

Clear beats clever

People get too cute with their ads and copy. Most of the time, clarity wins. Show people who you help, what you do, and how they can work with you. No riddles. 

Simplify the idea

If your ad/email/post makes people think too hard, it won’t convert. Simple scales. 

Help people (without expecting a return)

Some of the biggest opportunities have come from helping someone when it didn’t make sense on paper. The five minutes that helped someone five years ago might turn into a big chunk of business today.

A lot of people quit too soon

Run one Facebook ad and didn’t get a client? Facebook ads don’t work. One run of postcards to a farm area? Farming doesn’t work. I’ve seen this trend over and over. People quit too soon. Just Sell Homes had a good first two years, and year three was great. That’s when people saw I was sticking around. The time in the business mattered to people. Consistency and showing up over time are powerful business tools.

Mindset Shifts

There’s no silver bullet

There’s no single tactic that fixes everything. You already know most of what you need to do; you just need to do it consistently and improve each time.

Let things go

People will treat you poorly when it’s really about something in their own life. They’ll assign intent that doesn’t exist. They’ll assume the worst, then build a narrative to match. It’s not worth the effort to worry about. Just let it go and focus on you and the people that matter.

Ideas won’t work out. Things you try, you’ll fail at. People get worried about how they’re perceived because of that. I’ve tried and killed lots of things, multiple things every year since I started Just Sell Homes. 

How many of them do you remember? People forget faster than most people realize.

That being said, that fear still exists. I was excited to buy REM. I was also scared. I knew the legacy it had, the attention it would get, and what it would mean if I failed. Do things that scare you. It’s worth it.

And don’t think that just because someone looks successful online, it means everything’s amazing behind the scenes. Years ago, someone told me, “Man, you must be rolling in it.” And I remember thinking, “I don’t even know how I’m going to pay my bills this month”. 

We all carry things no one sees. Stay focused on the work and don’t confuse what you see in your feed for the full story. Social media success is the ultimate house of cards.

Have fun (or walk away)

Early on, it’s hard to say no to money. But I’ve made a rule: If someone calls or a name pops up in my notifications, and I roll my eyes just seeing their name? They shouldn’t be a client or partner anymore. You should enjoy what you do and who you work with. There’s more than enough business to be done with people you enjoy.

Nothing is mandatory

You don’t have to do video. You don’t have to be on social. They can absolutely help. You can also do 100+ deals a year with neither. All you need is a clear strategy, consistent execution, and a commitment to getting better over time. That’s it.

Not all experience is created equal

Ten years in business doesn’t mean 10 years of business experience. It could mean one year of experience repeated ten times. Learn from what you’re doing, don’t just live through it.

Execution Lessons

Remove the roadblocks

Most things don’t fail because they can’t work. They fail because there’s a roadblock in the way. Identify the roadblock, decide if it’s worth clearing. If it is, clear it. If it isn’t, find another route. 

Skin in the game

If someone wants to work with you, learn from you, or collaborate but won’t put up any money, effort, or risk…they’re not serious. This applies to clients, partners, and projects. 

“That’s how it’s always been done” = Red flag

That phrase almost always hides an inefficiency. The industry is full of people clinging to habits just because they think they have to. Question the default settings. 

Don’t just learn from real estate

Only listening to people who’ve “been in the trenches” keeps you stuck in the same patterns. As someone who’s used “I’ve been a Realtor” as a differentiator, I’ll say this: it’s overrated. Some of my best ideas, the ones that helped clients the most, came from outside the industry. Great ideas are everywhere. Your job is to find them and apply them. 

These lessons shaped how I think about growth, leadership, and longevity. They built Just Sell Homes and now they’re shaping Real Estate Magazine.

A decade in, the tools have changed. But the mission hasn’t: Help serious professionals do meaningful work.

If I had to sum up 10 years into one line?

Be helpful. Be consistent. Be clear.

Thank you to every client, contributor, critic, and collaborator who’s crossed paths with me these past ten years.

I’m more excited than ever about what we’re building next at REM, and across this industry.

Here’s to the next 10.

– Andrew Fogliato

Publisher, Real Estate Magazine

1. One extra lesson because, why not? Ask for what you want. Reach out to people you think are “too big” to say yes. Ask for partnerships, introductions, feedback, and chances.  I’ve been told “no” more than I’ve been told “yes”. Most won’t go anywhere. The ones that do might change your life.

Andrew Fogliato

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

The post Ten years, no shortcuts: Lessons in earning trust in a transactional industry appeared first on REM.

When listings are incomplete or misleading, it isn’t just agents who lose. It’s the consumers who make life-changing decisions based on flawed information. It’s time we stop pretending the system works. The tools that power our listings are riddled with gaps that force even the most diligent Realtors into impossible positions.

Brokerages carry the risk, yet boards retain control. That misalignment is eroding public trust and the Realtor brand along with it.

Systems that undercut service

Realtors are not just working within flawed systems; they are compelled to. 

Under CREA’s Realtor Cooperation Policy, agents who publicly advertise a property are required to post it on the MLS. There is no true opt-out. That means if an agent markets a listing on social media, in print, or even by putting a sign on the lawn, they are obligated to input it into a system that may not be capable of capturing the full picture. 

In practice, we are forced to shoehorn listings into rigid platforms, regardless of whether the data fields reflect the property accurately.

In many regions, agents are working within platforms that do not allow them to input basic details of a property. One common issue is the restriction on the number of rooms or features that can be uniquely defined. Some systems limit descriptors, cap room types, or omit fields entirely. These gaps seem trivial until you list a $3-million custom home and find you cannot properly describe it. Not because of negligence, but because the system itself makes full disclosure impossible.

It’s a Hobson’s choice: either comply with systems that cannot reflect the full truth of the listing or violate the policy by withholding it entirely. In either case, the agent loses, and the client is underserved.

That listing then feeds into Realtor.ca, our most visible and trusted public-facing platform. The consumer sees incomplete information on a website that claims to be powered by Realtors. They expect that it is accurate.

Who takes the hit?

Not the system vendor. Not the board. Not the national platform.

The Realtor does.

The brokerage is on the legal hook, but the agent is the face beside the listing, and the one the public holds responsible. When the data is wrong, that trust is shaken, even if every rule was followed.

The fragmented foundation

This is not hypothetical. It’s happening right now, in real markets, with real listings that bear real consequences. 

In some cases, agents are told to work around limitations. They are advised to put key details in the remarks, fudge the structure of the property, or leave important aspects unlisted. This creates a troubling contradiction. Realtors are held to the highest standard but asked to compromise accuracy because of technical limits they cannot control.

At the heart of this issue is a contradiction in organized real estate. 

We promote ourselves as a unified national profession but operate in a fragmented data ecosystem. There is no single MLS system in Canada. Each local board or regional association negotiates with its own vendor and sets out its own rules. 

The result is a patchwork of differing input fields, inconsistent property categories, and minimal national oversight.

Even Realtor.ca, which is often treated as our national standard, is not a national MLS. It is a reflection of data feeds from boards across the country, each shaped by different priorities and limitations.

Risk without authority

Who owns the data? And more importantly, who is accountable for it?

Listing data may originate with Realtors, but in practice, it’s governed by boards, housed by vendors, and syndicated nationally by CREA. Boards license its use, enforce its rules, and in some cases, restrict how it can be accessed. CREA promotes the listings and brands them with Realtor trust.

At no point does the individual Realtor retain full control over the dataset. Agents pay dues to three levels of organized real estate but often cannot access their own listing history without going through approval processes or paying additional fees. That is not sustainable. Especially when the stakes are high.

Because what boards and CREA do not carry is risk. Brokerages do.

It is the brokerage that takes on vicarious liability. It is the brokerage that ensures accuracy and compliance, that trains, audits, and disciplines its agents. It is the brokerage that absorbs reputational and legal fallout when listings go wrong, regardless of whether the error began in a system it cannot access or control.

A misalignment of power

So why are the most accountable actors given the least control?

Today, boards control the platforms that manage the most visible and valuable real estate data in the country, while brokerages, the entities legally responsible for much of what happens with that data, are often left out of governance conversations entirely. This is not a question of internal politics. It is a fundamental misalignment between responsibility and authority.

And this isn’t a governance quirk. It’s a cultural flaw that distances decision-makers from responsibility, and one that is often hardcoded into board-level vendor contracts that entrench limitations, delay reform, and prevent innovation. In many ways, Realtors have become service users of their own listing platforms, with limited ability to shape or challenge the architecture of the systems they fund. That disconnect reinforces disengagement. It limits innovation. And it weakens the voice of those doing the work on the ground.

The erosion of trust

This is a problem because data is trust. The Realtor brand is not just a logo or a code of conduct. It is a promise. When the listing platform shows incomplete or misleading information, it reflects poorly on the brand that is supposed to represent integrity and accuracy. And if the national platform cannot distinguish between a system constraint and an agent oversight, then the public sees no difference.

The result is that consumers blame the Realtor. Not the board. Not the system. Not the national feed.

This guarantees reputational risk. It also undermines the value of being a Realtor rather than a registrant. If a consumer sees inaccurate or missing information on a Realtor listing, they may ask what value the designation truly offers. If a custom home cannot be accurately marketed on Realtor.ca, why would a seller choose a Realtor when the system is built to fail them?

From awareness to action

Organized real estate has been aware of platform limitations for years, but progress toward national data standards has been slow, cautious, and largely invisible to members. The result is that frontline agents and brokerages are left to fill the gap, absorbing reputational risk while systems inch forward behind closed doors. That silence is no longer defensible.

If brokerages are held accountable by law, then they must have standing in the governance of the systems that define their risk.

If brokerages are to remain accountable, they must also be empowered. Platform governance should include brokerage representation. Data policy must be co-designed with those who shoulder the liability. Anything less is regulatory negligence by design.

CREA does not own MLS systems, but it does own the Realtor trademarks and operates Realtor.ca. That comes with responsibility. CREA should not micromanage boards, but it must set national expectations for what Realtor-level data integrity looks like. That might include minimum input standards, public disclaimers when known system limitations exist, and tools for agents and brokerages to preview how their listings will appear.

It also means working collaboratively with boards and vendors to modernize platforms in ways that reflect how real estate is practiced today. This includes eliminating arbitrary field caps, improving cross-board interoperability, and giving brokerages and Realtors more agency over the data they are responsible for.

A seat at the table

When there is no accountability for the system, the accountability falls to the agent and their brokerage. This is not just unjust; it’s structurally indefensible.

We’re at an inflection point. Consumers are more data-savvy than ever. Alternative platforms are gaining traction. Realtors cannot afford to be trapped in outdated systems governed by legacy contracts or institutional politics. If we want to maintain our place as the most trusted advisors in real estate, our tools must reflect the standards we uphold.

Right now, the message to consumers is this: trust the Realtor, but not the data they are forced to work with.

That contradiction cannot stand. If we want the Realtor brand to thrive, we must stop outsourcing control and start aligning authority with accountability.

Brokerages carry the risk. It is time they had a seat at the table.

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 OPINION: Agents risk reputation while broken listing systems undermine trust 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

Partnered stories produced by our team in collaboration with industry leaders.  Want to tell your story? Find out more here.

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In times like these, it’s easy to start looking for something new. A new tool. A new lead source. A new way to market. The temptation is real, especially when the traditional routes feel like they’re slowing down. 

But in reality, what’s working best right now is not new at all. It’s the same foundation this business has always been built on: trust, relationships and real conversations.

This is not the time to reinvent the wheel. It is time to get back to basics.

The data speaks for itself

For years, industry data has shown that 70 to 90 per cent of an agent’s business comes from repeat and referral. That is not just a trend – it is a truth. 

Recent numbers show that the figure is rising even higher in today’s market, with some agents reporting that at least 90 to 95 per cent of their deals right now are relationship-driven.

This shift matters.

When the market slows, most agents panic. Instead of focusing on the relationships they already have, they start searching for leads in unfamiliar places. They buy online leads. They sign up for expensive automation systems. They chase the latest social media or even AI trend or throw money into digital ads that promise instant results.

The problem? Those strangers on the other end of the click are not ready. They are not loyal. And most importantly, they do not know you.

A click does not equal a client.

In a slower market, agents need to be even more intentional with where they invest their time and energy. The highest return still comes from your existing relationships – the people who know you, like you, and trust you; they are the ones who are most likely to send business your way… but you already know this.

Real marketing = real connection

There was a time when online leads flowed more freely. A decent website and a catchy social media post could spark engagement. But in 2025, that strategy is falling flat for most people. 

The volume of noise online has made it harder for agents to stand out, especially those who have leaned too heavily on automation.

What clients want now is not more marketing. They want a real connection. Someone they can trust. A professional who knows the market and will give them honest advice, not just sell them a dream.

This is why old-school tactics are making a comeback. Open houses. Door knocking. Client check-ins. Community involvement. Personal outreach. These are not outdated – they are necessary. 

They are working because they create a connection. They build familiarity. And they remind people that you are still in business and still the expert they can count on.

In many ways, it’s about humanizing your brand again. Marketing that feels too polished or impersonal simply does not perform the way it used to. This is the time to be authentic, visible, and consistent in your efforts, especially with the people already in your database.

The hardest conversation in real estate

Marketing may bring you to the door, but what you say when you get there matters just as much.

One of the toughest conversations agents are having right now is with sellers who expect to get yesterday’s prices in today’s market. It is not an easy discussion, but it is a necessary one.

The first question every agent should ask is, “Why are you selling?”. The goal is to determine if this is a need or a want for them.

If the seller needs to sell – due to a job change, family circumstance, financial situation or other personal reasons – then it becomes a strategic conversation. You can work together to price the home appropriately, position it properly, and make adjustments when needed.

But if it is only a want – and the seller is fixated on a price that no longer reflects market reality – you need to consider whether taking the listing is the right decision for you.

Let’s be real – not all listings are good listings.

Overpriced homes sit on the market. They drain your time and money, they create stress, and they can damage your reputation when the results don’t come. 

More importantly, they often lead to frustration between agent and client, which erodes trust, and severely limits opportunity for repeat or referral business.

This is why it’s critical to set expectations early and clearly. Show the data. Explain the risks. Outline a pricing strategy with contingencies. And if the client is unwilling to adjust, be prepared to walk away.

You do not need every listing. You need the right listings.

And sometimes, the most professional move is to say no.

A return to fundamentals

If the last few years taught agents how to scale and pivot, this year is teaching us how to ground ourselves again.

It is about simplifying the approach.

Focus on your core business: your past clients, your current network, and your community. Be visible. Be consistent and honest.

This is not the time to rely on hacks, bright shiny objects, or quick wins. It’s time to build trust, provide real value, and stay disciplined in your daily activities.

You don’t need a thousand leads. You need a few strong relationships – and a system to nurture them.

The bottom line

The agents who are succeeding in this market are not chasing every new trend. They are not waiting for the phone to ring. They are not afraid of the tough conversations.

They are doing the work. They are revisiting old-school strategies. They are doubling down on relationships. And they are setting clear expectations with their clients – even when those conversations are difficult.

The market may be uncertain, but what it takes to succeed is not.

Go back to the basics. Stay consistent. Be bold enough to have the conversations that matter.

Because the agents who are doing that right now? They are the ones who will be standing tall when the market shifts again.

David Greenspan

David Greenspan, CEO and founder of #MindShare101 is a nationally recognized keynote speaker, trainer and coach who helps sales professionals and businesses improve their sales and marketing efforts by bridging the gap between online and offline marketing to achieve a higher ROI on every marketing dollar spent. His direct, raw, and real approach is designed to motivate you and give you the advice you need to know.

David’s goal is to help you build MindShare, creating a top-of-mind intuitive, instinctive reaction so when people think of the product or service you offer, they think of your name first, always putting you in the right place at the right time to take your business to the next level.

The post Back to basics: How human connection gets deals done appeared first on REM.

Jerry Aulenbach

Jerry Aulenbach, REALTOR®, Royal LePage® Noralta Real Estate

The post The lost art of building a referral-based business: Why personal connections still matter appeared first on REM.

Your impact goes far beyond the immediate work you do with each client. You help build strong communities and foster belonging. Through your knowledge and service, you bring lasting value to your client and your profession.

We know from surveys that this is already how your clients see you. And yet, as a former Realtor myself, I know there’s always more you can do to help yourself, your clients, your community and your profession. That’s because being a Realtor is not just a job. It’s a daily commitment to integrity, expertise and a legacy of professionalism that builds public trust. 

When Realtors bring that commitment to life together, we don’t just raise the standards – we raise the reputation of the profession and elevate the Realtor brand. 

Here are four ways each of us can contribute to that goal through our daily work.

Take pride in what sets you apart

Not every profession is regulated, but yours is. Regulation exists because your work matters. It touches lives, shapes financial futures and influences the communities we call home. It’s society’s way of saying that this work deserves oversight because of its impact.

But most of you reading this have chosen to go even further. As a Realtor, you’re someone who lives by the Realtor Code as well as board and association rules, and holds themselves accountable to the profession. That decision speaks volumes about your professionalism, your purpose and your pride in this work.

All that said, regulation is just the foundation, not the finish line.

Because professionalism isn’t just about compliance—it’s about character. It’s how you show up, day after day: how you listen, how you guide, how you advocate for people making life-changing decisions. It’s in the way you hold yourself to high standards, not because you have to but because you choose to.

When consumers see the values you uphold, the knowledge you invest, and the care you bring, they don’t just see your role. They see your true value.

Keep learning throughout your career

Markets change, client needs shift, and regulations evolve. Staying competitive requires more than experience, it requires intentional growth.

Professional development isn’t about meeting minimum standards. It’s about expanding your skillset, deepening your impact, and staying ahead of the curve. When you embrace learning, you aren’t just fulfilling a requirement but investing in your future.

Purposeful learning leads to better outcomes, for clients and for business. Every step forward in your knowledge adds value.

Lean on supportive partnerships

Boards and associations are more than service providers. Through professional development, practice resources, ethics guidance, and regulatory advocacy, they stand beside Realtors as partners and help them meet their responsibilities with care and confidence.

Their role also involves providing accountability. Boards uphold the Realtor Code and enforce board rules. When standards are not met, they step in to protect the public interest and maintain the integrity of the profession.

That said, boards don’t lead with enforcement—they lead with education. Their priority is to equip Realtors with the tools and guidance to reduce risk and meet their responsibilities. Proactive support helps minimize the need for corrective action because professionalism thrives when it’s understood, encouraged, and practiced every day.

Here in B.C., we’re working collectively to strengthen that foundation even further. Together with boards across the province, we’re modernizing our professional development program framework to launch in 2026—building a system that supports lifelong learning, strengthens entry requirements, and reflects the realities of practice.

And we know this work can’t be done in isolation. Shaping a stronger profession means a shared responsibility with boards, associations, and Realtors working together. Across Canada, our colleagues are equally committed to enhancing professionalism, aligning standards, and shaping a future-ready profession.

Challenge yourself to keep raising the bar

Many Realtors are already leading the way mentoring others, choosing growth, and demonstrating the values that define our profession. But raising the bar isn’t a one-time action. It’s a collective commitment.

So, here’s the challenge:

• Will you continue to invest in your growth?
• Will you support others in their journey?
• Will you stand for high standards and clearly articulate the value you bring as a regulated professional?

At the end of the day, professionalism is about both how you work and what you represent. Together, we can strengthen public trust, enhance our reputation, and elevate the Realtor brand.

Each month, a BCREA leader shares their insights in an exclusive column for Real Estate Magazine. Interested in contributing? Send us an email

Jennifer Lynch

Drawing on her experience as both a REALTOR^® and managing broker, Jennifer Lynch has held several leadership roles within organized real estate. Since joining the BC Real Estate Association full-time in 2020, Jennifer has led work on key provincial priorities – advancing high-impact initiatives in professional development, regulatory alignment, brokerage operations, and data governance. She played a central role in the development of BCREA’s current professional development program and continues to guide strategies that connect education, compliance, and operational support. Known for her collaborative approach, Jennifer builds strong relationships across sectors to drive progress, reduce complexity, and support the continued growth and professionalism of REALTORS^® across the province.

The post Why professionalism is a Realtor’s most powerful asset appeared first on REM.

David Langlois

David Langlois has been an award-winning Realtor since 2003 and is currently the Managing Broker for Macdonald Real Estate in Victoria, BC.  David has been involved in organized real estate for many years and was the President of the Victoria Real Estate Board in 2021. His goal has been to contribute to strategic initiatives in the province and has focused on government relations and real estate industry policy with a focus on increasing professionalism and keeping Realtors at the centre of the real estate transaction.

The post OPINION: Is Realtor.ca selling its soul? appeared first on REM.