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

A shared word with split reputations

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

And lately, that connection has been a problem.

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

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

When leadership fails

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

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

When allies walk away

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 Instead, he was met with resistance, outdated commission policies, and, as he said, “a pattern of alleged sexual harassment that betrayed the ideals the association was founded on.”

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

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

Control without independence is not freedom

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

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

Who am I to say so?

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

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

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

It is time to build our own brand

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

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

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

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

Lauren Towers

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

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

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

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

Decode your market

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

Visualize the wins

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

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

Selling in a market that doesn’t want to buy

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

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

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

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

Spoiled for choice

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

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

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

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

The bigger picture

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

Taylor Hack

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

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

That gap is not just about capital or regulation. It’s also about perspective. Canadian housing policy is being made largely without the insight of those closest to its day-to-day failures: the real estate brokers and agents navigating this market in real time.

These professionals – licensed, regulated, and embedded in communities across the country – are not part of advisory panels or roundtables. They are not routinely consulted when legislation is drafted or programs are rolled out. But they are the first to see where housing policy is succeeding, stalling, or simply missing the mark.

That needs to change.

“Real estate professionals are the connective tissue between buyers and sellers, developers and planners, regulation and behaviour.”

Recent federal and provincial housing strategies are built around one shared premise: build more, faster. The federal government has committed to doubling home construction to around 500,000 starts per year by the early 2030s. Ontario has pledged to add 1.5 million homes by 2031, which still will not meet demand. British Columbia has implemented province-wide zoning reforms legalizing up to six units on most single-family lots. Municipalities are being pushed to meet supply targets or risk losing federal funding.

These are consequential efforts. But many are faltering on delivery.

Ontario housing starts fell 25 per cent in the first half of 2025. Developers across the country are delaying or cancelling projects due to high financing costs, labour shortages and permitting delays. CMHC recently projected that unless conditions shift dramatically, Canada will fall short of its 2030 housing target by 1.3 million homes.

Much of the public discussion focuses on macro factors: inflation, interest rates, tax policy, and immigration levels. But missing from the conversation is the input of those working inside the system every day. Real estate professionals are the connective tissue between buyers and sellers, developers and planners, regulation and behaviour. Their absence from policymaking leaves strategies vulnerable to blind spots and misfires.

Blind bidding debate

Consider the federal proposal to ban blind bidding. It was introduced as a solution to affordability, based on the assumption that bidding wars were artificially inflating prices. But brokers and agents in competitive markets had long observed that blind bidding was a symptom, not a cause, of price escalation. Scarcity, not secrecy, was driving the frenzy.

Studies have since confirmed what agents already knew: jurisdictions with open bidding formats experience similar, sometimes sharper, price increases in hot markets. Ontario’s recent move to allow (but not require) open bidding has seen almost no uptake among sellers. Agents could have predicted that, too: when listings are scarce, transparency does little to change outcomes.

This is just one example. Brokers across Canada are navigating the real consequences of housing policy. They are hearing from buyers who can’t qualify under current stress test rules, builders stymied by slow approvals, seniors unable to downsize because of a lack of local options, and newcomers struggling to find a foothold in overheated rental markets.

Their insight could help shape better policy, but too often, it is left out entirely.

Boots on the ground perspective

There are more than 160,000 licensed Realtors in Canada, many of them operating through franchised brokerages that serve specific communities but also track trends nationally. They see the ripple effects of tax policy, financing rules and regulatory changes not in theory, but in practice; through listing behaviour, client financing challenges, and transaction timelines.

These are not anecdotal inputs. They are early signals of how policy is landing in the real world.

When interest rates rise, brokers don’t just see a decline in demand; they see where deals fall apart, who gets priced out, and what types of housing are sitting longer on the market. When zoning changes are made, they track whether sellers are adjusting expectations and whether buyers are ready to act. When affordability programs launch, they see who qualifies, who falls short… and why.

Real estate agents are not just intermediaries. They are interpreters of policy, friction, and behaviour, and are essential to making the system work.

‘What’s missing is the voice of the front lines’

Housing policy cannot succeed through mandates alone. Execution matters. So does feedback. Governments at all levels should formalize consultation mechanisms with front-line real estate agents,  not just with industry associations, but with active brokers and agents across regions and market segments.

The federal government’s proposed national housing roundtable is a step in the right direction. But it must include representation from the front lines, the people facilitating transactions, fielding client concerns, and tracking policy consequences in real time. Provinces and municipalities should do the same when implementing zoning reform, development charges or buyer protection measures.

This is not about giving industry players veto power. It is about designing better policy with more complete information, and avoiding the lag between drafting and delivery.

If governments do not course correct now, they risk continuing to build policy that looks strong on paper but breaks on contact with the market.

Canada’s housing goals are ambitious, and rightly so. But success won’t be determined in press releases or legislative chambers. It will be measured in permits issued, homes built, and families housed.

Real estate professionals don’t set those goals. But they do see, earlier than most, what’s working and what’s not. If governments want policy to succeed, they need to tap that insight, not after the fact, but from the outset.

There is no shortage of task forces or reports in Canadian housing policy. What’s missing is the voice of the front lines; the brokers and agents navigating the realities policymakers are trying to solve.

If governments are serious about fixing housing in this country, they can’t afford to keep building strategy in a vacuum. If we keep excluding the people closest to the system, we will keep building failure into it. It is time to bring real estate professionals into the room. And not just to listen. To lead.

Paul Abbott

Paul Abbott is the National Vice-President of Franchise Development at Coldwell Banker Canada, where he leads the company’s growth strategy and supports the expansion of its national brokerage network. With a background in franchising, marketing, and operations across multiple sectors, he brings a strategic lens to real estate development and partnerships. Paul works closely with broker-owners across the country to identify opportunities, navigate the franchise lifecycle, and build long-term value within the Coldwell Banker Canada system.

The post OPINION: Why Canada’s policy-driven, market-blind housing strategy is falling short 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).

The post Kottick: Ontario’s Blue Box Regulation is punishing real estate businesses appeared first on REM.

In smaller and more rural communities, these home parks can account for as much as one-tenth of the local housing supply. But, despite their importance in the housing mix, a little-known contractual issue between park managers and lenders has seen this vital housing option caught up in a bureaucratic stalemate that is currently unique to British Columbia.

Lenders in conflict with park managers

At the heart of the problem is a critical banking form called the “Landlord Consent Model Assignment of Consent for Manufactured Home Tenancy Agreements,” or more commonly known as the “1097.” It defines the relationship between lenders, park managers, and residents when financing is involved, outlining obligations in cases of tenant default, and allowing for a previous lease to be assigned to a new tenant when the home park is sold. First introduced by the Canadian Bankers Association in 2002, over time, the 1097 has evolved into at least nine different versions of the form, with each major bank creating its own in-house variation.

For years now, park managers in B.C. have had concerns about certain clauses in the lenders’ versions of the 1097, most notably about a lack of park manager protections and an abundance of lender protections in the agreement. This culminated in the Manufactured Home Park Owners Alliance of B.C. releasing their own version of the 1097 in October 2024. However, lenders in turn are refusing to sign it, citing federal regulations blocking them from making some of the requested changes. 

Residents and Realtors left hanging as deals collapse

After more than a year, the stalemate between lenders and park managers has left residents and the Realtors serving them facing the consequences. Buyers of manufactured homes, even those who have bank-approved financing and a willing seller, are unable to transact on their home because the 1097 is left unsigned. Under these current rules, the sale is essentially vetoed, creating a significant barrier to transacting manufactured park housing.

In one case in late 2024, a Coquitlam couple had multiple offers fall through because the required paperwork was left unsigned, leaving them feeling like they’re being “held hostage” by a process out of their control. Across the province, Realtors and their clients have felt this newly created uncertainty firsthand, consistently having deals collapse at the last minute because they cannot get a signature on this mandatory form.  

The lack of a standardized and widely accepted 1097 form is disproportionately harming residents and sellers. Those who feel its impacts most are the elderly, low-income families, and those living in rural areas with no other viable housing options. As it currently stands, buyers cannot buy, and sellers cannot sell; This issue demands intervention from the federal government.

Bottom line

This impasse cannot be solved through private negotiations. The federal government must step in and establish clear guidance around the 1097 form and its use. As one of the last bastions of affordability in an increasingly expensive housing market, manufactured home parks are too vital a part of the housing landscape to be ignored. 

This is not about lenders versus park managers, but about a vital process that right now is fundamentally broken. Housing Minister Robertson must step in and regulate the use of the 1097 form to restore consistency and basic consumer protections to one of Canada’s most overlooked housing options.

Daniel Kreines

Daniel Kreines is the Government Relations and Policy Associate at the Association of Interior REALTORS® since 2024. Representing REALTORS® across the interior of British Columbia from the Kootenays to Kamloops and up to South Peace River. Daniel advocates on behalf of the profession and to add value for consumers.

The post OPINION: B.C.’s stalemate on manufactured home parks must end appeared first on REM.

I was working for a young couple recently. David, age 33, is a Realtor now, but was a schoolteacher for seven years, from age 23 to 30.  As a teacher, he accumulated pension money, which will provide him with an income stream in retirement.

There are many types of pensions, and the formulas differ for each. The income he eventually receives will be based on a formula.  

In this case, they multiply his years of service by 1.9 per cent, and multiply that by the average of his last five years of salary. 

The salary averaged $85,000, so David’s actual pension payout will be $85,000 x 1.9 per cent x seven years = $11,305 per year.

He becomes eligible to take the pension at age 55, but there are penalties for doing so.  Taking it at age 60 is penalty-free.  If the pension remains intact, we would recommend that.

Why the value of your pension may shrink over time

The problem here is that the lump sum of money within the pension will not grow between his last day of work as a teacher and age 60 when the pension commences.  In twenty-seven years, it will be the same $11,305 per year.  However, the cost of living rises most years, and on average, increases by about 3 per cent annually.  

At that rate, the cost of living doubles every 24 years.  In 24 years, David will be 57, nearly 60, and his pension’s purchasing power will be roughly cut in half.  It will only buy him an estimated ~$5,653 worth of goods.  

David can take the “commuted value,” essentially cash it out.  Doing so means he assumes all of the investment risk.  However, with a sensible approach, this is most likely the better move.

Evaluating the cash-out option: Risks and rewards

There are many ‘ifs’ in this, so we will have to generalize, but let’s assume he cashes out the pension, i.e., takes the commuted value.

The money is usually paid in three payments. One goes into a LIRA, a type of RRSP, but with a few more rules.  Some goes into an RRSP, and some is immediately taxable.  There are ways to mitigate that tax.

If the money is invested and earns six per cent per year after fees for 27 years, it will grow by a factor of 4.82, or, put another way, become almost five times as much money.  

Allowing for three per cent inflation, it is less, but still grows 2.22 times as much.  The LIRA and RRSP are tax-deferred accounts, meaning all investment returns are reinvested and none are subject to tax until the money is taken out.  

Assuming inflation takes its usual toll, the pension will be worth about half as much, so the cash-out and invest himself strategy, given reasonable assumptions, would yield approximately four or five times as much income. 

There are pros and cons.  Making changes involves effort.  Pensions often include extended health coverage for eyeglasses and medication, etc, or the option to purchase benefits at a very reduced rate. 

Cashing out the pension means saying goodbye to those. Pensions are guaranteed. Your investment choices may not be. The younger you are, the more this strategy makes sense.  Once you are over about age 47, you need a sharper pencil.  Single parents may be better candidates for taking the commuted value.

There are many aspects to this decision, and the impact will be in the hundreds of thousands of dollars, possibly millions, so be careful. Decisions are not reversible.  Speak with a competent and trusted advisor to evaluate if it’s good for you.

Derek Moran

Derek is a Fee For Service Financial Planner based in beautiful Kelowna, British Columbia. As a University of British Columbia graduate, former CFP,  and Registered Financial Planner (R.F.P.) , he has close to three decades of experience in the financial industry. He’s an expert in his field and was awarded Advisor of the Year in 2004. He has contributed nearly one thousand times, over twenty years to reputable publications such as The Globe and Mail and National Post. While Derek doesn’t directly manage client investments, he offers advice, empowering his clients to make well-informed decisions. Upon request, he can connect clients with the most suitable Portfolio Managers or equip them with resources to manage their own effectively. Derek Moran’s expertise extends across various financial matters, including pensions, insurance, retirement planning, tax strategies, estate planning, cashflow management and more. Derek is dedicated to delivering comprehensive, client-centric financial solutions to a diverse clientele.

The post Still holding an old pension? Here’s a smarter plan for Realtors appeared first on REM.

While the article raises valid concerns about governance, communication, and member engagement, it offers a narrow view that overlooks the broader realities and growing responsibilities of organized real estate. 

The truth is more nuanced. The system isn’t broken, it’s evolving.

Boards don’t control markets — but they do shape resilience

Real estate boards are not economic policymakers. They don’t set interest rates or lending criteria. What they do control is how they lead, how they govern, and how they support members during times of uncertainty. 

That’s where strong governance becomes essential. While some boards may have missed opportunities to comment on larger economic issues, others have embraced a more strategic approach by choosing informed, deliberate action over reaction. In turbulent times, effective governance isn’t just helpful; it’s essential. Strong boards focus not on short-term headlines but on the long-term health of the profession and the associations that support it.

It’s also important to remember that board directors are Realtors themselves. They face the same pressures of fluctuating markets, demanding clients, and economic uncertainty. Because they share these experiences, they understand members’ challenges firsthand and are better equipped to guide the organization in a direction that benefits the broader membership.

Governance isn’t about being louder; it’s about being thoughtful, accountable, and resilient. And part of that resilience is rooted in meaningful member engagement.

Member engagement: Your voice matters

Concerns about disengagement, such as low voter turnout and governance decisions made without broad input, are real and deserve attention. These issues aren’t unique to real estate; many membership-based industries face similar struggles.

But governance is a two-way street. Boards and associations can offer opportunities for involvement, but it’s up to members to participate. If we don’t vote in elections, attend meetings, or engage with board communications, are we truly holding leadership accountable?

Boards want to hear from us, not just during times of crisis, but continuously. They rely on our input to make informed decisions that reflect the needs of the entire membership. To have a voice, we must be willing to use it.

Reform is welcome — and already underway

Saskatchewan is a powerful example of what happens when reform is rooted in transparency, trust, and genuine engagement.

In 2017, a proposed amalgamation vote failed. Members felt the process wasn’t transparent enough. They didn’t feel heard, and they wanted more consultation. The message was clear: it was time to regroup and do it right.

The governance leaders of the legacy associations listened. They launched a province-wide engagement effort such as town halls, one-on-one visits, and open consultation. The result? In early 2019, members approved the amalgamation. And on Jan. 1, 2020, the new provincial association officially launched.

The first couple of years weren’t without challenges, but the foundation was strong. They stayed focused, and accountability to members was embedded into every decision. And decisions were made with a long-term vision, looking ahead, not just reacting to today.

Across the country, boards and associations are recognizing the need for stronger governance and deeper member involvement and many are taking action.

We’re seeing governance reviews, structural audits, and improved communication strategies. Boards are prioritizing member-driven policies, refining election procedures, and embedding transparency into every layer of decision-making.

These reforms aren’t radical, they’re responsible. They reflect a growing awareness that members expect more than just representation; they expect a voice, a vision, and a seat at the table.

When governance is done right, boards can get it right

Good governance doesn’t make headlines, but it lays the foundation for progress. When paired with active member engagement, it becomes a powerful catalyst for lasting change.

We’ve seen the benefits:

• Investments in long-term tools, education and technologies deliver meaningful value to members
• Transparency in decision-making builds credibility and trust
• Strategic foresight allows boards to prepare for future challenges instead of reacting to every market fluctuation
• Two-way communication keeps members informed, engaged, and empowered

Together, good governance and active engagement create an environment where boards can lead with purpose and give members the tools to thrive. Through stronger engagement and more thoughtful governance, we can build a more resilient, responsive future for organized real estate, one that serves the profession and the people behind it.

Progress takes all of us – are you doing your part?

Leadership must commit to transparency and accountability, and members must commit to showing up and speaking up.

Progress doesn’t rest solely with those in leadership roles. It begins with each of us. Good governance and member engagement equal a strong Realtor community – one we can be proud of.

• Are you reading your association-to-member emails?
• Are you showing up to education days and town halls?
• Are you providing feedback to your board when things are done right? Or only when expressing dissent?
• Are you volunteering for task forces and committees?

A stronger, more resilient real estate profession isn’t built by boards alone – it’s built by all of us, together.  The future of organized real estate depends not just on how we’re led, but on how we show up.

Sheri Willick and Tim Otitoju

Sheri Willick is a REALTOR® and Associate Broker with Coldwell Banker Signature in Saskatoon, with over a decade of real estate experience following a successful career in media advertising and fundraising. A respected industry leader, she has held key roles in organized real estate, including service on the Saskatoon & Region Association of REALTORS® Board of Directors and as Chair of its Government Relations Committee. Sheri played a pivotal role in the successful province-wide REALTOR® amalgamation and was recognized as Saskatchewan REALTOR® of the Year in 2019. In 2021, she served as Chairperson of the Saskatchewan REALTORS® Association Board of Directors, and continues to contribute to the profession at the local, provincial, and national levels. Beyond real estate, Sheri is an active member of the Saskatoon business community and has served on numerous non-profit and charitable boards. Tim Otitoju is the President of Realty Hub Brokerage, bringing over 15 years of real estate experience to the role. He has held numerous leadership positions at both the local and provincial levels and continues to contribute to the industry through active service on local and national committees.

Tim Otitoju is the President of Realty Hub Brokerage, bringing over 15 years of real estate experience to the role. He has held numerous leadership positions at both the local and provincial levels and continues to contribute to the industry through active service on local and national committees.

The post OPINION: Organized real estate isn’t broken — it’s evolving appeared first on REM.

As someone building a career in this industry, I’ve seen firsthand how fast things are shifting. Clients expect more speed, more personalization, and better insights. Staying current with AI isn’t just helpful anymore. It’s necessary.

Still, that shift raises some big questions. What happens to the human side of real estate? Can tech streamline the process without making it feel robotic? A lot of agents and clients are cautiously optimistic. They see the efficiency, but they also don’t want to lose the personal connection that’s so important in such a major life moment.

According to the World Economic Forum, 64 per cent of real estate tasks are currently done mostly by people. But in five years, that number is expected to drop to 42 per cent. That’s a huge change in a short time.

So, where does that leave us? The future of real estate isn’t about choosing between humans and AI. It’s about finding the right balance.

Where AI is already making a difference

AI started off helping with the tedious stuff like admin tasks, marketing, and backend systems, but now it’s showing up everywhere. From property searches tailored to hyper-specific preferences to instant pre-approvals, it’s speeding up the process for everyone involved.

Virtual staging platforms let agents show different versions of a space without touching a piece of furniture. Market analysis tools help us price more accurately. AI-driven platforms are helping clients secure insurance quotes and mortgage approvals faster than ever. One I’m particularly excited about is document review tools that catch errors before they turn into issues. 

This isn’t about removing agents from the process. It’s about helping us focus on what they’re actually great at: advising, negotiating, and guiding clients with confidence.

How agents can make AI work for them

Let’s be clear: AI is a tool, not a replacement. It’s here to take the repetitive stuff off your plate so you can focus on the high-value work that clients actually care about.

Start with the basics. Tools that handle scheduling, client forms, CRM updates, and follow-up reminders can save you hours a week. Smart CRMs can highlight which leads are heating up. Predictive analytics tools can help you position properties more competitively. Additionally, AI-assisted content tools can keep your marketing fresh without spending hours drafting copy from scratch.

The key is to pick tech that complements your style, not tries to duplicate it. Your edge is your personality, your insight, and the way you make people feel safe and confident. Don’t let any tool get in the way of that.

Why AI should empower, not intimidate

At the end of the day, real estate is still a people business. No algorithm can replace the moment you walk into a home with a nervous first-time buyer and say, “I’ve got you.”

AI can speed things up and make your process more efficient, but it can’t read a room. It can’t tell when a deal feels shaky or when a client just needs someone to listen.

That’s where you come in. You bring empathy, intuition, and experience to the table. That’s what turns a good agent into a great one.

Instead of fearing AI, use it to give yourself more time to do the things that really move the needle: building trust, solving problems, and showing up for your clients when it counts.

The bottom line

Real estate is changing fast, but you don’t have to choose between staying relevant and staying human.

Use AI to take care of the busywork, and use your time to build relationships that actually last. Let the tech do the heavy lifting. Then show up with the knowledge, energy, and heart that only you can bring.

AI might help you move faster, but you’re the reason people cross the finish line.

Robert Saunders

Robert Saunders is the CEO and co-founder of Ownright (formerly Doormat), an online real estate legal services provider founded in 2023.

With a background as a senior software engineer at Shopify, Robert brings deep technical expertise and a passion for building tools that simplify complex processes. Since launching Ownright, the company has raised over $6 million in funding, grown to a team of nearly 20 employees, and facilitated more than $750 million in real estate transactions.

The post How real estate agents can harness AI without losing the human connection appeared first on REM.

In 2023, the Government of British Columbia introduced the Short-Term Rental Accommodations Act, which imposed province-wide restrictions on the use of most non-principal residences for short-term rental purposes. The intent was clear: the province wanted to return more housing units to the long-term rental market.

Nearly two years later, the evidence tells a different story. Rents continue to rise across B.C., with little measurable impact on housing affordability. Meanwhile, the unintended consequences of these blanket restrictions are being felt acutely in smaller and tourism-dependent communities throughout the province’s interior.

Supply–not short-term rentals–is causing the crunch

The latest research from the Conference Board of Canada confirms what many local leaders and residents already know: short-term rentals have a minimal impact on rents. The study found that increased short-term rental activity accounted for less than one percentage point of rent increases over a six-year period. 

The real challenge in B.C. remains the substantial shortfall in housing supply. According to the Canada Mortgage and Housing Corporation, B.C. needs to build over 500,000 new homes by 2030 to restore affordability to historic levels.

At the same time, short-term rentals play an important role in supporting local economies. In the interior, they provide critical accommodation options for tourists, temporary workers, emergency responders, students and displaced residents. They also generate significant economic activity and support small businesses in communities that often lack sufficient hotel infrastructure.

Call to action

The Association of Interior REALTORS® has developed a set of practical recommendations that would improve the province’s short-term rental (STR) framework and better align it with regional needs. These recommendations would not undermine provincial housing goals but rather strengthen them by enabling local flexibility and economic resilience.

• First, the province should return zoning authority to local governments, allowing them to designate specific areas within their communities, such as tourism zones, where short-term rentals can operate under locally tailored rules. Municipalities that have invested in developing their own responsible STR bylaws should be supported, not sidelined.

• Second, the province should enable exemptions for short-term rentals located near essential worksites. In many regions, healthcare and infrastructure service delivery depends on the availability of temporary housing. The province could apply a model similar to transit-oriented development zones, allowing municipalities to approve STRs within a defined radius of hospitals and other critical projects or facilities.

• Third, the province should revise the timing of its exemption framework to better reflect the operational needs of tourism-based economies. Requiring municipalities to wait until November to implement exemptions, even if they meet the criteria, means entire summer seasons are lost. A more responsive model would allow exemptions to take effect immediately upon approval.

• Finally, the province should update its strata hotel and fractional ownership exemptions to reflect the reality of how these purpose-built properties are designed and used. The current criteria are too narrow and inconsistent, leading to confusion for operators and creating uncertainty for investors and municipalities alike.

Balanced regulations for STRs

These proposed changes would not weaken B.C.’s overall housing strategy. Instead, they would ensure that short-term rental regulation is both effective and fair, protecting long-term housing supply while respecting the unique needs of interior communities.

British Columbia’s housing challenges are complex, and solutions will require coordinated action on multiple fronts. However, the evidence makes it clear that restricting short-term rentals alone will not solve the crisis. What is needed now is a more balanced approach, one that recognizes the value STRs bring to regional economies and service delivery and gives municipalities the tools to manage them appropriately.

Seth Scott and Matthew Thornton

Seth Scott has overseen the advocacy function at the Association of Interior REALTORS since 2022. Prior to his role as the Director of Government and Stakeholder Relations, Seth was employed as a Senior Policy Analyst at the CFIB, representing the interests of small businesses and franchisees in B.C. Prior to that, Seth worked at a national think tank and has been involved in various political capacities.

Matthew Thornton founded Real North Strategies in 2023 after working over 16 years at Queen’s Park and as a public relations executive at Canada’s largest provincial association. He is on a mission to build a better Canada by helping associations, not-for-profits, and organizations solve the biggest public policy challenges of our time by providing world-class advocacy and communication services. From multi-million-dollar campaigns to working with volunteer committees & boards, he has a track record of innovation, creativity, and success when it comes to public affairs, media relations and government relations. Matthew is a proud University of Western alumni, having graduated with an Ivey Business School Executive MBA (’22), Master of Arts (’07) and Bachelor of Arts Honors (’05). He also achieved the CAE designation from the Canadian Society of Association Executives in 2012.

The post OPINION: It’s time to rethink B.C.’s flawed short-term rental policy appeared first on REM.

I’ve been in the real estate business for over twenty years, and in that time, I’ve seen young homebuyers lose hope—and parents wonder why their children can’t afford what once seemed attainable. For decades, the benchmark for affordability was simple: a home should cost no more than four times a household’s income. Today, that number is closer to ten in Toronto and twelve in Vancouver—a level once considered unthinkable.

We’re told this is just “basic economics”—a supply problem easily fixed by building more homes. But this narrative oversimplifies the issue and masks a more fundamental transformation. Homes are not like widgets from a factory. They’re a basic human need and a financial asset that appreciates over time. When a good becomes both a necessity and a financial investment, the usual rules of supply and demand begin to break down.

Housing was reframed as an asset

Contrary to what many suggest, home prices in Canada didn’t explode because cities stopped building. In fact, many metropolitan areas have seen a steady pipeline of new housing. What’s changed is the role that housing plays in our financial system. We’ve moved from one economic reality to another—a full paradigm shift.

In the old housing paradigm, home prices were anchored by incomes. Households saved for a down payment, qualified for a mortgage based on what they earned, and bought homes to live in. That world was governed by an internal logic: prices couldn’t rise far beyond what people could reasonably afford.

But in the new paradigm, that anchor has been severed. Housing is no longer just about shelter—it’s a financial instrument. Prices are no longer constrained by income but driven by capital flows. Homes are bought not just by Canadian households but by investors—some domestic, some global—whose purchasing power is shaped not by salaries but by access to wealth, credit, and leverage.

How did this happen?

This shift began in the 1990s when the federal government, grappling with a fiscal crisis, encouraged households to borrow against home equity to stimulate spending. What started as a strategy to support consumption and home renovations soon evolved into a means of financing the purchase of additional properties. Then came the 2008 financial crisis and, more recently, the COVID-19 pandemic—both marked by ultra-low interest rates. As yields on traditional investments dried up, real estate emerged as a safe and lucrative store of value.

Today, investors account for nearly one in three home purchases in Canada. As their presence has grown, so too has the disconnect between home prices and the real economy. A house is no longer just a place to live—it’s a wealth-generation tool, often wielded by those who already hold significant financial advantages.

This has created two serious challenges. First, it has pushed housing further out of reach for younger Canadians, many of whom no longer see a realistic path to ownership. Unlike earlier generations, they are not just up against peers with similar means—they are up against capital-rich investors whose buying power is unconstrained by income. Second, it has distorted the allocation of capital across the economy. Money that could be funding innovation, productivity, and job creation is instead being poured into the ownership of multiple properties.

We must “rethink what we reward”

Canada has built an economy where the best way to get rich isn’t to invent, create, or build anything—it’s to own houses and wait for prices to rise.

Recognizing this paradigm shift is the first step toward real reform. If we continue designing housing policy for a system that no longer exists, we’ll keep getting the same results: higher prices, deeper inequality, and a generation locked out. 

If we want a resilient economy and a housing market in which the next generation has a real shot at owning a home, just as previous generations did, we must rethink what we reward. That means redirecting capital toward sectors that drive innovation, competitiveness, and good jobs instead of propping up a system that treats housing as a shortcut to easy wealth.

Pasalis digs deeper into the shift in housing from a source of shelter to a driver of wealth in his new report, The Great Sell Off. Download it here.

John Pasalis

John Pasalis is the President of Realosophy, a Toronto real estate brokerage which uses data analysis to advise residential real estate buyers, sellers and investors.

A frequent commentator on the Toronto housing market and real estate consumer and industry issues, John has contributed to the Globe and Mail, BNN Bloomberg, the Wall Street Journal, and other media, government, and industry organizations. His research has been shared with the IMF and Statistics Canada and cited by the Bank of Canada and CMHC.

John holds a B.Sc. in Economics from the University of Toronto, an MSc in Business and Management Research and a Doctor of Business Administration from the Henley Business School at the University of Reading.

The post John Pasalis: How Canada’s housing became a wealth machine appeared first on REM.