The following is a joint statement released on Oct. 27 by members of Ontario’s housing sector, including the Toronto Regional Real Estate Board (TRREB) and Ontario Real Estate Association (OREA).

Ontario is facing a housing emergency. Projects are stalling, builders are cancelling developments and families and individuals are being priced out of the market.

As the provincial and federal governments prepare to release their fall economic statement and budget respectively, our message is urgent: bold, coordinated action is needed to boost housing construction, lower costs and bring affordability back within reach for residents.

Housing is more than just shelter; it’s the foundation of our economy and the heart of our communities. Today, Ontario’s housing sector, from builders, Realtors, business groups, trade associations, not-for-profit organizations and rental providers, speaks with one clear voice. Together with governments at all levels, we must move swiftly to unlock housing supply, cut costs, and restore affordability by accelerating ownership and rental housing delivery.

We acknowledge the positive work done so far by the federal, provincial and municipal governments regarding policy developments, zoning reform and funding programs to encourage more housing construction, including the most recent provincial housing bill, Fighting Delays, Building Faster Act, 2025, which signals the government’s intention to take further practical steps in cutting red tape, lowering construction costs and restoring confidence and investment in the rental housing market by speeding up slow resolution processes to adjudicate landlord and tenant disputes. Other efforts include the Housing Accelerator Fund, the Apartment Construction Loan Program, Build Canada Homes, the Building Ontario Fund, the Municipal Housing Infrastructure Program, reform to end exclusionary zoning and allow as-of-right construction of multi-plexes on single lots and the Building Faster Fund, among other projects. However, more action is still needed.

We also recognize that potential disruptions impacting the housing ecosystem that are outside the direct control of governments and industry, such as trade wars, geopolitical tensions and economic uncertainty, need to be considered as we navigate an uncertain environment at the macro level. 

Housing remains the backbone of Canada’s economy. It supports over 1.2 million jobs and contributes more than $143 billion in economic activity yearly to Canada’s Gross Domestic Product (GDP). However, rising costs, difficult regulatory environments, economic uncertainty and constrained supply have slowed new housing starts and home purchases, putting tens of thousands of skilled trade jobs at risk. This will impact spin-off economic activity in related sectors and push both home ownership and rental housing further out of reach for many residents.

To meet Ontario and Canada’s housing challenge, a united focus on delivery is required. By reducing construction costs, attracting investments and aligning tax policy, zoning and approval systems, governments at all levels can restore confidence, protect jobs and support innovation at the speed and scale Canadians urgently need.

Policy priorities for immediate action

To restore affordability and confidence in the housing market, we are calling on municipal, provincial and federal governments to work collaboratively with the housing sector by adopting the following measures:

1. Position and profile housing as an economic driver: To ensure housing policy is economic policy, recognize housing construction and trade as a core driver of employment and GDP, adopt a framework to preserve the tremendous job creation that the housing industry generates, and acknowledge that housing unaffordability is also affecting our overall economic productivity, especially in the Greater Toronto Hamilton Area (GTHA).

2. Modernize outdated tax rules: Extend the GST/HST exemption on new homes up to $1.5 million for homebuyers, reflecting current market realities, particularly in major urban centres, and encouraging new construction.

3. Cut costs for homebuyers: Align cost recovery with actual service delivery and housing goals to reduce barriers to construction and costs to homebuyers. Municipalities and provinces need to collaborate with industry to modernize the fee structure applied to new housing, which is currently inflating housing costs and constraining new supply.

4. Build faster through innovation in parallel to traditional building: Support the advent, inclusion and expansion of modern construction methods – including panelized systems, modular building, robotics and other emerging technologies that embrace productivity, reduce costs and construction time, and enable homebuilding at scale. These need to be supported by an innovation policy framework created in partnership with the industry that provides incentives for early adopters and customers of new solutions, as well as investments in Canadian companies providing new solutions. Scaling up pioneering methods should be done in addition to supporting the ongoing innovation and productivity of traditional construction techniques.

5. Free up land and end exclusionary zoning: Act decisively to end outdated zoning restrictions to permit gentle density and a wider mix of housing types, especially missing-middle and multi-unit dwellings in more communities.

6. Incentivize private capital: Encourage programs that incentivize private capital, both investment and philanthropic, for both rental and ownership housing to accelerate market and non-market construction. This should include reintroducing the Multiple Unit Residential Building (MURBS) tax incentive.

The housing sector stands ready to partner with every level of government. Together, we can reignite momentum, rebuild confidence, restore affordability through partnership, innovation and investment, and deliver the homes our communities urgently need.

Signed:

John DiMichele, CEO, Toronto Regional Real Estate Board

Luigi Favaro, CEO, Ontario Real Estate Association

Ene Underwood, CEO, Habitat for Humanity GTA

Michael Brooks, CEO, Real Property Association of Canada

George Carras, CEO, R-LABS Canada

Jonathan Nusbaum, CEO, Terra Modular

Marlon Bray, executive vice president, Clark Construction Management

Tony Irwin, president and CEO, Federation of Rental-housing Providers of Ontario/Rental Housing Canada

Daryl Chong, president and CEO, Greater Toronto Apartment Association

Dave Wilkes, president and CEO, Building Industry and Land Development Association

Kathy Hogeveen, chief of operations, Assembly Corp.

Jude Tersigni, vice president of planning and development, Menkes Developments

Richard Lyall, president, Residential Construction Council of Ontario

Roselle Martino, executive vice president, policy and strategic affairs, Toronto Region Board of Trade

Frank Cairo, co-founder and CEO, Caivan Communities

Nhung Nguyen, CEO, Horizon Legacy

The post Ontario housing sector presents united front on supply, affordability appeared first on REM.

Recent public statements from association leadership have echoed this outrage, calling the scandal “deplorable” and pledging to do everything possible to prevent a repeat. In the same breath, however, those statements concede that associations lack authority to intervene directly. That contradiction, angry but powerless, deserves scrutiny.

What almost no one has covered is the irony of what followed: boards and associations rushing into the spotlight to demand change.

The letter

On Sept. 3, nine of Ontario’s largest boards joined the Ontario Real Estate Association (OREA) in a public letter calling for the Real Estate Council of Ontario (RECO) to be placed under the Ontario Ombudsman. The letter reads, “Make RECO subject to independent oversight by the Ontario Ombudsman.”

It sounds bold.

It isn’t.

The Ombudsman’s own statute is explicit. Section 14 of the Ombudsman Act bars complaints about self-regulating professions such as lawyers, doctors, or nurses. RECO is a delegated administrative authority, funded by industry but operating at arm’s length, and therefore outside its jurisdiction.

If what boards really mean is that Ontario should legislate RECO into a fully public agency subject to Ombudsman oversight, then they should say so. Instead, they imply the Ombudsman already has that power. That is not advocacy. It misstates the effect of the statute.

Which leaves two explanations:

• Boards may not fully appreciate the limits of the Ombudsman’s role; or
• They do, but have not been fully clear with members about what their ask really means, which is the end of self-regulation.

Either way, Realtors deserve clarity from organizations funded by their dues.

Compliance vs. regulation

This distinction matters. 

Boards enforce MLS rules and the Realtor Code. That is compliance. Compliance means setting professional standards for how members interact with one another, how listings are input and displayed, and how disputes within the membership are handled. At its best, compliance keeps the MLS orderly and the professional culture consistent. It is inward-facing, designed to manage the conduct of members within an association.

Regulation is different. Regulation belongs to the state. RECO audits trust accounts, suspends registrations, and prosecutes misconduct under TRESA. Regulation is outward-facing, with the authority to protect consumers, safeguard deposits, and impose penalties that go well beyond membership discipline. Unlike compliance, regulation carries the force of law.

The two roles are not interchangeable. A board can fine a member for breaching MLS policy, but it cannot seize a trust account or revoke a license. RECO can. A board can enforce courtesy and accuracy in listing data, but it cannot investigate fraud or order restitution to a consumer. RECO can.

Conflating the two is not advocacy, it is overreach. And if we acted outside of our competence the way boards are attempting to, they would face RECO discipline.

Precedent they will not say out loud

The ask for Ombudsman oversight is not an abstract gesture. There is precedent, and it tells us exactly what this would mean.

In British Columbia, self-regulation collapsed after a 2016 investigation into shadow flipping and assignment fraud. The provincial government acted swiftly. The Real Estate Council of B.C., once the industry’s self-regulator, was stripped of authority. Oversight was shifted to the Superintendent of Real Estate. By 2021, regulation was fully consolidated under the B.C. Financial Services Authority (BCFSA).

The industry’s self-governing experiment was over.

In Québec, the same outcome arrived earlier. In 1994, the government created the OACIQ, a statutory regulator reporting directly to the Ministry of Finance. The move followed years of concern about weak enforcement by the industry’s predecessor body, the ACAIQ. The province concluded that consumer protection required a public regulator.

These are not tweaks. They are full structural shifts away from self-regulation.

So, if Ontario boards understand these precedents, they are quietly asking to end self-regulation without saying so outright. If they do not, then they are making an ask without appreciating its true implications. Either way, Realtors are left in the dark.

Ontario’s pattern of failure

This is not the first time governance in Ontario real estate has failed the public.

RECO has long been criticized for being reactive rather than proactive: slow to audit, slow to respond to complaints, and often opaque in its processes. The iPro scandal is the latest headline, but it is not an isolated event.

Boards have their own pattern. As of September 2025, RECO’s public discipline database lists decisions involving some sitting directors of Ontario real estate boards. These are breaches of the same statute that boards now want to advise on. 

A body led in part by individuals sanctioned under the very law they seek to shape cannot credibly position itself as an authority on regulatory reform. That tension should matter to every Realtor asked to fund these advocacy efforts.

That alone should give pause before positioning boards as credible voices on regulation.

Authority without liability

Brokerages carry liability. They hold trust accounts. They manage compliance systems. They face consumers when deals collapse. Registrants carry personal liability under TRESA.

Boards carry none of that risk. They can make public statements, lobby governments, and issue demands without ever sharing the burden of liability.

That is authority without liability. It is not advocacy. If it’s anything, it’s performance without consequence.

Advocacy failure

Boards defend their role by pointing to advocacy as part of their mandate.

Sure, but advocacy without accuracy is malpractice.

If the Ombudsman cannot, under statute, take jurisdiction over RECO today, then telling the public otherwise is misleading.

If boards actually mean that self-regulation should end, then failing to tell their members directly is not transparent.

And if boards acknowledge they cannot directly intervene in the very scandal prompting these calls, then how can they claim authority in reshaping the rules of regulation itself?

Either way, Realtors are paying for advocacy that fails the test of accuracy.

From symptom to system

The Ombudsman letter is not an isolated misstep. It is a symptom of a deeper imbalance in organized real estate: boards exercise authority without liability. They lobby on regulation while carrying no regulatory risk. They control essential infrastructure while carrying no ownership duty.

If we want oversight that works, it is not enough to fix RECO. We need to fix the system that empowers boards to misstate and overreach in the first place.

A structural fix

Members fund the show, yet they never vote on the script. If boards want to call for external oversight, they should accept internal oversight first. That requires structural reform.

A share-capital model is not radical. It is alignment. It means that those who carry the liability, being registrants and brokerages, also carry the authority.

Here’s how it could work:

Shares would be issued to brokerages and individual Realtors. Votes could be capped to prevent dominance by any single firm, with limits on how many votes one shareholder can hold. Major decisions (structural mergers, policy positions, advocacy campaigns, large financial commitments) would require shareholder approval. Directors would answer to owners, not just to each other. With modern platforms, registrants could cast those votes electronically in days, faster than boards now move behind closed doors.

And we already have a precedent set.

Associations behave like corporations by outsourcing essentials into for-profit subsidiaries. MLS systems are the clearest example. Ontario’s MLS infrastructure has consolidated onto a dominant, board-controlled platform used by most Realtors in the province. The sole shareholder is one board. Other associations subscribe, but they do not govern. In corporate law, directors owe their duty to the corporation. When that corporation’s sole shareholder is one board, governance incentives align with that board. Subscriber associations are counterparties, not owners.

That matters.

Contract rights are not control rights. Advisory councils advise; they do not govern. Exiting a province-wide MLS is theoretically possible and practically punitive. The most important tool Realtors have is controlled by an entity that owes them no ownership duty and where they hold no votes.

What should be for us and by us is neither.

And yet associations still applauded this arrangement. By subscribing, they subordinated their members’ governance voice to a competitor’s corporate control. That is not collaboration. It is a surrender of member sovereignty.

A share-capital model flips the script. Instead of boards owning the corporation Realtors rely on, Realtors would own the corporation boards rely on. It makes ownership explicit. It gives Realtors direct votes on advocacy. It forces disclosure of lobbying. It requires governance frameworks to expire on a fixed cycle unless renewed. And it ensures that when boards speak, they do so with a mandate earned from those who carry the liability.

The MLS precedent proves the door is open. Essentials can be corporatized. The only unresolved question is whether Realtors will remain disenfranchised subscribers or become owners. This is the natural endpoint of trends boards themselves have set in motion.

Conclusion

There are only two explanations for the Ombudsman ask. Either boards do not fully understand the system, or they do, and are not telling members the truth. Neither is acceptable.

If Ontario is moving toward the B.C. and Québec model, then say it plainly. Admit what is really on the table. And put the people who actually carry liability at the center of the conversation.

Oversight without liability is theatre, and the play has gone on long enough.

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: Why the Ontario boards’ call for Ombudsman oversight of RECO falls flat appeared first on REM.

Below is a letter written by Ontario Real Estate Association (OREA) president Cathy Polan, which was sent to the association’s membership and obtained by Real Estate Magazine. 

I’ve been a Realtor for over 16 years, and in that time, I have never seen anything more deplorable than what I’ve seen happen with the Real Estate Council of Ontario (RECO) in the wake of the iPro Realty Ltd. scandal. Thousands of agents and consumers have been left without commissions, without deposits, and without a hope for the future.

I know you are all constantly receiving troubling information on this matter, and I am too. I am as angry and frustrated as you are. This should not have happened, and I will do everything in my power to ensure something like this never happens again.

Our members and those affected deserve to have answers and deserve retribution. OREA is having ongoing conversations with government officials and industry leaders calling for action to be taken to ensure the integrity of our industry is upheld. Though we do not have the authority to intervene directly on behalf of our members regarding this matter, we have taken every opportunity to engage RECO and the Government of Ontario in an effort to assist those affected and have to date released six public statements regarding this issue.

I want to assure you that OREA is in no way being complacent, but there are limits to what we can do. This matter is currently the subject of an ongoing police investigation, and is before the courts with an independent investigation being done by Dentons LLP, with ministerial oversight. That is why it is imperative that we let the professionals do what they need to do – in the sincere hope that justice will be done.

This situation has only further demonstrated the far-reaching impact that regulatory decisions can have on Ontario’s buyers, sellers, real estate professionals, and overall consumer confidence in the real estate market and industry. OREA will continue in our advocacy efforts with government to ensure that when it comes to ethics and consumer protections, both Realtors and Ontarians can have confidence in Ontario’s real estate market and its regulation – and we will continue to update members as we have more information to share.

I cannot undo what has been done, but moving forward, I promise to do everything I can to make sure that this never happens again.

Cathy Polan

Cathy Polan is president of the Ontario Real Estate Association.

The post ‘I have never seen anything more deplorable’: Polan on RECO and iPro fallout appeared first on REM.

A new report from OREA warns that without urgent reforms, the provincial rental system will continue to fail both tenants and landlords.

In A Fair Rental Market for a Stronger Ontario, OREA lays out 20 “action-ready” recommendations aimed at creating a more balanced, inclusive rental system. The report calls on the provincial government to modernize outdated laws, fix the dysfunctional Landlord and Tenant Board (LTB), and expand supply to ease mounting pressures.

Key proposals include:

• Overhauling the Residential Tenancies Act (2006) to reflect today’s market and improve affordability.
• Restoring in-person hearings at the LTB while keeping a virtual option.
• Expanding mediation services to reduce backlogs, using B.C.’s tenancy model as a guide.
• Mandating equal treatment under the Condominium Act (1998) to support diverse families.
• Offering tax incentives to responsible small landlords who create new rental units.

“Ontario needs a rental market that is fair, efficient, and keeps the door to homeownership open to everyone who wants to achieve that dream,” said OREA president Cathy Polan. “That means we need more accessible and affordable supply across the housing spectrum so families of every size can find a great place to thrive. Improving Ontario’s rental landscape to make housing more affordable is a key step towards that goal.”

According to a July 2025 survey by Abacus Data, 56 per cent of Ontarians say the rental market is unbalanced. Top concerns include high rental costs (82 per cent), limited availability (62 per cent), and poor unit conditions (49 per cent). Only 32 per cent are satisfied with dispute resolution at the LTB.

“As both a landlord and father of renters, I know a fair, balanced rental market is key to housing affordability across the spectrum, and the policy solutions Ontario Realtors put forward today will do just that,” said OREA CEO Luigi Favaro.

OREA stresses that these reforms would strengthen tenant protections, support responsible landlords, and ultimately stabilize Ontario’s housing market.

The post OREA calls for overhaul of ‘broken’ rental system appeared first on REM.

In a statement provided to Real Estate Magazine, Polan said the “turmoil and lack of meaningful support” by RECO for those affected “only underscores what (Realtors) have said for years: Ontario’s real estate regulator lacks independent oversight, transparency, and the teeth to hold bad actors accountable.”

While OREA recognizes the value of engaging external communications support in challenging times, Polan said OREA is “deeply concerned that RECO chose to hire a crisis communications firm while registrants and their clients were left scrambling – with no charges laid, and no meaningful actions taken under the Trust in Real Estate Services Act (TRESA).”

She said the sudden closure of iPro has disrupted the livelihoods of over 2,400 real estate professionals and their clients, and the ripple effects are undeniable. 

The closure followed the discovery of a $10.5-million shortfall in the company’s consumer deposit and commission trust accounts. The amount has since declined to less than $8 million, RECO has said. 

“Trust in our regulator has been destroyed, and without decisive reform, it will continue to undermine the businesses of hardworking agents, the confidence of consumers, and the stability of Ontario’s housing market,” said Polan.

She said consumers must be able to trust that brokerages will manage deposits and trust accounts responsibly – and that if they don’t, the regulator will protect them.

Call for greater government involvement

Polan said over 1,000 other arms-length government agencies are overseen by the Ontario Ombudsman, but RECO remains exempt from this independent oversight and accountability. 

RECO must be placed under ombudsperson oversight, she said.

“OREA refuses to stand by while consumer trust in Ontario’s real estate market is eroded by weak regulation and inadequate consumer protections,” she said. “Ontario’s regulatory framework must protect both consumers and registrants, safeguarding families making the largest financial transaction of their lives while also ensuring Ontario’s real estate agents are shielded from the failures of brokerages and unethical behaviour.”

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.

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“Our associations welcome a full review of RECO’s governance and practices. This process must deliver meaningful reforms, including Ombudsperson oversight, stronger accountability measures, and enhanced enforcement tools to safeguard consumer deposits and restore public confidence,” said the associations in a combined statement.

Toronto Regional Real Estate Board president Elechia Barry-Sproule, Cornerstone Association of Realtors chair Julie Sergie, Ottawa Real Estate Board president Paul Czan, OnePoint Association of Realtors president Bonnie Looby, and Central Lakes Association of Realtors president Christine Riley signed the statement.

“Recent events, including the iPro Realty investigation, have highlighted the need for enhanced transparency and accountability at Ontario’s real estate regulator,” reads the statement. “The handling of trust account breaches by iPro Realty is a serious matter that speaks directly to consumer confidence and professional integrity.”

The statement said the Pro Realty investigation “undermines RECO’s consumer protection mandate,” and damages the reputation of thousands of hardworking and honest Realtors.

The associations note that Ontario would not be the first province to bring its real estate regulator under the Ombudsman’s oversight, noting that counterparts in B.C. and Quebec already fall under the jurisdiction of their respective provincial Ombudspersons. 

RECO’s board announced Monday it had ordered an immediate freeze on iPro accounts, to “safeguard funds and secure business operations,” it said, while an independent audit into the matter by legal firm Dentons Canada LLP will begin immediately, according to a statement. 

Demands for action are getting louder after Ontario’s real estate regulator said last week that iPro Realty co-founders Rui Alves and Fedele Colucci will not face charges, despite $10.5 million going missing from the brokerage’s trust accounts. The total amount missing is now $8 million, RECO has said.

OREA’s response

Earlier this week, Ontario Real Estate Association interim CEO Sonia Richards also called for RECO to be made subject to Ombudsman oversight, echoing a point made in OREA’s 2024 whitepaper, Continuing to Raise the Bar for Real Estate in Ontario.

Richards said the sudden closure of iPro Realty “has shown the far-reaching impact that regulatory decisions can have on Ontario’s buyers, sellers, real estate professionals, and overall consumer confidence in the real estate market.”

“Last week’s subsequent leadership changes at (RECO) further demonstrate the importance of transparent and independent oversight of government bodies in fostering a trustworthy and durable consumer protection framework for Ontario families,” said Richards.

The post Ontario’s largest Realtor boards in favour of Ford’s RECO review appeared first on REM.

But every now and then, a government program hits our business model so directly, and so unfairly, that we have no choice but to speak out. Ontario’s Blue Box Regulation, under the Resource Recovery and Circular Economy Act (RRCEA), is one of those programs.

Re/Max Canada supports environmental stewardship and the goal of a modern, efficient recycling system. We encourage our agents and offices to reduce waste, embrace digital tools, and adopt sustainable practices. But the way the Blue Box program is structured today is punishing Ontario’s real estate businesses and the thousands of independent agents who work under franchise brands like ours.

Ontario’s Blue Box Regulation

The Blue Box Regulation, formally known as Ontario Regulation 391/21, was introduced under the previous government to shift the province’s recycling system to a full Extended Producer Responsibility (EPR) model. This means that the brand owner of printed paper products, plastic or other designated materials is fully responsible for collecting and recycling those materials at end-of-life. 

The program replaces the old, municipally run system with one funded and operated by the “producers” themselves, with oversight from the Resource Productivity and Recovery Authority (RPRA). The stated goal is to create a more efficient, standardized recycling framework across the province, improve diversion rates, and ensure the costs of recycling are borne by those who generate the waste. 

While the intent is sound, the transition has created significant financial and administrative burdens for many small and service-based businesses. 

Under the regulation, the RPRA has broad enforcement powers, including imposing administrative penalties and even initiating prosecutions against non-compliant parties. These penalties can reach up to $1 million per contravention.

A disproportionate and unfair cost burden

Under the current definition of “producer” in the regulation, franchisors like Re/Max Canada are deemed responsible for all paper marketing materials with the trademark owner’s mark, used by independent franchise offices and their agents. 

In Ontario, all real estate franchisors, along with other franchised brands, would be deemed producers and must comply with the requirements for registration, reporting, and cost obligations, even where the actual materials are created and distributed by independently owned franchise offices or their agents

This one-size-fits-all approach has created an enormous and disproportionate cost burden. For Re/Max Canada alone, compliance costs, including registration, reporting, consultants, and the fees charged by Producer Responsibility Organizations, are projected to exceed $1 million annually. And for what? Re/Max Canada has no way of reducing these costs or improving waste diversion because we do not control the local marketing decisions made by our agents or our brokerages. 

Re/Max Canada proposed reforms

Ontario’s real estate sector is a cornerstone of the provincial economy. In 2024 alone, the 13,000+ Ontario-based Re/Max agents facilitated over 108,000 transactions worth $89 billion, generating $3.5 billion in additional local spending and supporting jobs across construction, trades, retail, and professional services.

Yet the Blue Box regulation, as currently written, threatens to weaken one of the most cost-effective ways real estate agents connect with clients. Localized print campaigns remain an essential tool, particularly for new agents building their businesses, for communities in small towns and rural areas, and for serving clients who may not be as active online.

Thankfully, the Ontario Government is listening and considering amendments to the regulation, such as delaying mandatory recovery targets, cancelling unnecessary service expansions, and clarifying certain operational rules. These steps are welcome, but they do not go far enough to address the fundamental problems in the current framework.

Re/Max Canada is calling for deeper reforms to make the system fair, efficient, and economically sustainable. For example, the definition of “producer” must be revisited so that franchisors are held responsible only for materials they actually supply or control, rather than for every item produced by independent operators over whom they have no operational authority. 

In addition, the scope of exemptions for recyclable flyers should be expanded beyond newspaper inserts to reflect the reality that many printed materials are equally recyclable regardless of distribution method. 

Finally, the province should consider introducing temporary fee relief while the Blue Box system is still maturing, providing much-needed breathing room for small businesses as the program evolves.

Fighting for Re/Max brokerages and agents

Re/Max Canada has been part of communities across Ontario for decades. Re/Max brokers and agents have helped generations of families buy and sell their homes, and they’ve always done so with a focus on professionalism, integrity, and service.  

We are now fighting for our brokerages and agents to ensure they can keep doing what they do best: serving clients and building communities unburdened by additional regulatory expenses. Environmental progress and economic health are not mutually exclusive. With smart changes, Ontario can be an EPR leader among other provinces in Canada for reducing red tape and costs on businesses. We’re committed to working with the province to make that happen.

Don Kottick

Don Kottick is President of REMAX Canada where he oversees operations and strategy for the company-owned REMAX Canada region, which includes Alberta, British Columbia, Manitoba, New Brunswick, Newfoundland and Labrador, Nova Scotia, Ontario, Prince Edward Island and Saskatchewan, as well as Yukon and Northwest Territory. Don also works closely with the leaders of the independently owned and operated RE/MAX Quebec region to amplify the brand nationwide. Don joined REMAX in 2025 with more than three decades of Canadian real estate experience managing brokerage operations, leading mergers and acquisitions, driving strategic direction, and overseeing technology, products and services. Prior to joining REMAX, he served as President and CEO of Sotheby’s International Realty Canada, where he increased both agent count and overall sales volume during his six-year tenure. Don previously held senior executive roles with Royal LePage, Right At Home Realty and Peerage Realty Partners. A Toronto native, Don is a graduate of the University of Toronto and a Fellow of the Real Estate Institute of Canada (FRI). He is a former Director-at-Large for both the Canadian Real Estate Association (CREA), where he also served as Chair of the Broker Involvement Committee and on the Global, Technology and Director Selection committees, and the Toronto Regional Real Estate Board (TRREB). Additionally, Don is a Past President of the Real Estate Institute of Canada (REIC).

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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!

Business expansions

Alan Newton Real Estate joins Re/Max Realtron, bolstering GTA footprint

Re/Max Canada announced that Alan Newton Real Estate Ltd., an independent brokerage with 35 agents and a 40-year history, has joined Re/Max Realtron.

The move enhances Re/Max Realtron’s presence in the Greater Toronto Area and brings expertise in luxury real estate under the Re/Max banner. The team will gain access to advanced technology, marketing tools, and The Re/Max Collection program for luxury properties.

“We’re excited to welcome the Alan Newton team as we continue to grow and empower top producers in the GTA,” said Jeremy Pilarski, vice-president, agent experience, Re/Max Realtron.

“This acquisition represents the strength of the Re/Max network in bringing together top-tier talent and respected independent brokerages,” said Don Kottick, president of Re/Max Canada. “We commend the Pilarski family for their leadership and vision. We are thrilled to welcome the Alan Newton team to Re/Max Canada.”

 Re/Max One becomes Hallmark One

Re/Max Hallmark has announced that Re/Max One Realty has officially joined its network and is now operating as Re/Max Hallmark One.

The move adds more than 30 agents to the Hallmark team and reflects the company’s commitment to strengthening its brokerage networks across Ontario.

Fred Ebadi, a broker with over 20 years of experience, launched Re/Max One after leading Trade One Realty.

“In today’s market, standing alone is difficult,” said Ebadi. “Hallmark offers brand strength, strong leadership, and an agent-first mindset.”

Steve Tabrizi, chief operating officer at Re/Max Hallmark, said the decision reflects shared values rather than growth for its own sake.

“Fred and his team recognized that Hallmark offers real support, reliable systems, and long-term leadership,” said Tabrizi.

The partnership aims to build a stronger foundation for growth, performance, and agent success.

Wahi grows out west

Wahi, a Toronto-based digital real estate platform and brokerage, is expanding its Realtor team in Calgary. The company has hired several agents who “are committed to redefining the real estate experience for buyers and sellers in Alberta,” it says.

“We’re excited to have a Calgary presence,” says Anne Alkok, Wahi’s broker of record. “Given the inter-provincial migration to Alberta and its resilient housing market, Calgary is a great place to expand.”

Leadership appointments

Luigi Favaro appointed OREA CEO

The Ontario Real Estate Association (OREA) named Luigi Favaro as its next CEO at an event on July 25. 

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. 

Brenda Buchanan appointed CEO of RECO

Brenda Buchanan has been appointed CEO of Real Estate Council of Ontario (RECO), following a national search.

The appointment is effective immediately, as announced by RECO’s board of directors on July 21. 

Brokerage partnerships

Royal LePage Benchmark partners with Virtuo 

Virtuo, an AI-powered platform that supports agents and homebuyers throughout the ownership journey, has announced a partnership with Royal LePage Benchmark. The Alberta-based brokerage will use Virtuo’s all-in-one platform to help agents grow their business and improve client service.

Royal LePage Benchmark, Alberta’s largest Royal LePage franchise, has over 200 agents and has been operating since 1978. Broker and owner Corinne Lyall said the brokerage focuses on giving agents the tools they need to stand out and deliver strong client experiences.

“We are always looking for ways to support our agents in providing an exceptional client experience,” Lyall said. “Virtuo gives our agents instant access to brokerage tools in one platform while delivering a differentiated experience to their clients.”

Virtuo combines AI with human support to improve the homeownership process. Its HomieAI tool offers 24/7 personalized insights and support using data from the agent, brokerage and property.

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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 announcement was made at an event at OREA’s headquarters on Friday just before noon.

Favaro, currently VP of partnerships, has been with the association for more than 17 years. 

“I am honoured to continue working with our members, staff, and stakeholders to further our mission of supporting Ontario Realtors in helping people find a great place to call home, work and thrive,” said Favaro in a statement. “Together, we will continue to address the challenges and opportunities facing our profession and ensure that our members are equipped for success.”

OREA has been planning to hire a permanent CEO since Tim Hudak’s resignation in August 2024. Sonia Richards has served for the last 11 months as interim CEO.

“We are thrilled to have Luigi lead the association and drive our strategic direction during such a pivotal time,” said OREA president Cathy Polan in a statement. “With his extensive experience in both leadership and real estate, we are confident he will provide the vision and direction necessary to continue elevating our Association and strengthening the profession.”

More details to come.

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