Alternative financing refers to non-traditional methods of obtaining funding for a real estate purchase, typically used when a borrower does not qualify for a mortgage through a major bank or institutional lender.
Why Alternative Financing Matters in Real Estate
In Canadian real estate, alternative financing plays an important role for buyers with limited credit, unconventional income, or other factors that make them ineligible for traditional mortgages.
Alternative financing sources include:
Private mortgage lenders
Mortgage investment corporations (MICs)
Credit unions
Vendor take-back (VTB) arrangements
Rent-to-own contracts
These options may offer more flexible approval criteria but often come with higher interest rates, shorter terms, or increased risk. For example, a private mortgage might be interest-only and have a one-year term with renewal fees.
Buyers turn to alternative financing when:
They are self-employed or lack a regular income stream
Their credit score falls below traditional thresholds
They are purchasing unconventional or rural properties
Alternative lenders typically focus on the value and equity of the property rather than the borrower’s financial history. As such, they are often used as a short-term bridge until a borrower can qualify for a traditional mortgage. Understanding alternative financing gives buyers more tools to access the housing market and should be considered with financial advice to manage potential risks.
Example of Alternative Financing
A self-employed buyer with limited credit history obtains a one-year mortgage from a private lender at 8.5% interest, planning to refinance with a bank after improving their credit score.
Key Takeaways
Used when traditional mortgage approval is not possible.
Includes private lenders, MICs, and VTB agreements.
Offers flexible terms but often higher interest rates.
Net operating income (NOI) is the total income generated by a property after operating expenses are deducted but before taxes and financing costs.. more
When it comes to high-calibre living in Toronto, Lawrence Park has long held its place among the city’s most coveted neighbourhoods.
Nestled on a tree-lined street, 142 Buckingham Avenue presents as a newly completed custom residence that embodies everything the enclave is known for: timeless architecture, intelligent design, and a serene sense of retreat within reach of the city’s best schools, green spaces, and social institutions.
The home itself, built by Rock Cliff Homes and designed by MCR Interiors, is a showcase of both craftsmanship and precision.
With more than 5,000 sq. ft of finished space across three levels, the five-bedroom, five-bath property is arranged to accommodate both grand entertaining and private family life. From the outset, its proportions and flow set it apart: expansive yet warm, luxurious yet liveable.
Inside, the main level demonstrates this balance beautifully. The formal dining area transitions seamlessly into a gourmet kitchen that would impress any host — complete with Miele appliances, a striking oak island, and a concealed butler’s pantry. A large family room extends from here, where a fireplace and custom built-ins overlook the backyard. The result is an open, connected living space that still feels refined and carefully composed.
Further on the main floor, a private office with a fireplace and dedicated sitting area offers the perfect work-from-home retreat.
Upstairs, meanwhile, the primary suite feels like a true sanctuary: its built-in oak and upholstered bed, generous walk-in closet, and spa-like ensuite are accented with thoughtful design details that bring both ease and elegance to everyday living. Four more bedrooms, one of which is currently fitted as a second office, round out the level.
The home continues to impress outdoors, where a landscaped backyard centres around a striking pool and deck — an entertainer’s dream, and a family’s summer haven.
While this entire home leaves us swooning, it's the backyard that stands out the most. With a shimmering pool, expansive deck, and lush landscaping, the outdoor space feels like a private resort tucked into the city. It’s a rare balance of elegance and function — equally suited for summer entertaining as it is for quiet moments of retreat.
Meanwhile, the lower level provides a world of its own, featuring a large rec room with soaring ceilings, a theatre room, and an additional bedroom and bath that could serve well as a nanny or guest suite.
Beyond the walls, the location is equally enviable. Proximity to the Granite Club, multiple parks, and some of Toronto’s most respected schools cements Buckingham Avenue’s reputation as one of the city’s finest addresses.
Carolyn Cheng, Chief Operating Officer of Royal LePage
After more than nine years in the role, and over 15 years in total with the company, STOREYS has learned that Royal LePage Chief Operating Officer Carolyn Cheng is retiring at the end of November.
Cheng stepped into the newly created role of COO in May 2016, and over the next near-decade she was tasked with leading the broker and agent services team, and contributing to the profitability and potential of the company through the development of products and services.
“This appointment comes on the heels of a period of tremendous growth for the company. The Royal LePage brand is resonating as never before as a wholly-owned Canadian company that designs and delivers leading real estate services in Canada for Canadians,” wrote Royal LePage Chief Executive Officer Phil Soper in an appointment notice from 2016.
In addition to her positions with Royal LePage, Cheng spent two years as Director of Strategic Business Services and over four years as Vice President of Strategic Business Services at Royal LePage.
She’s also spent time with Brookfield Real Estate Services (as Senior Vice-President of Strategic Business Services), Brookfield Residential Property Services (as Director of Business Development), and Deloitte Consulting (as Senior Consultant).
A clear power-player in North American residential real estate, Cheng has been featured on the Swanepoel Power (SP) 200 list for six years running, most recently ranking 141, alongside CEO Phil Soper. The list celebrates those who are making powerful moves at a national, and sometimes even multinational, scale in residential real estate.
“Carolyn has had a huge impact on the success of our business over the past quarter century. The real estate brokerage world has evolved rapidly since the turn of the millennium. Her focus on developing and executing services that are meaningful for our agents and brokerages has helped keep us at the forefront of an incredibly competitive industry,” said Royal LePage CEO Phil Soper in an organizational announcement sent to the company earlier today and supplied to STOREYS.
In the announcement, Soper highlighted some of Cheng's achievements during her time with Royal LePage, including her work introducing Canada's first digital Realtor® marketing system and first cloud-based, AI driven operating platform, rlpSPHERE®.
“Carolyn has not only been a valued colleague, but also a friend to me and many others. She will be greatly missed, and we wish her much success in her future endeavours,” he added.
On top of her professional accolades, Cheng — a graduate of The London School of Economics and Political Science — is notably an award-winning landscape photographer who has had her work displayed in several Canadian galleries including the Art Gallery of Hamilton, the Robert McLaughlin Gallery, and TMU's Paul H. Cocker Gallery, among others.
In the wake of Cheng's departure, Soper also announced a series of promotions at Royal LePage, including Kelly McCain to VP, Services Delivery and Development, David Piaia to VP, Brokerage Technology & AI Enablement, and Anne-Elise Cugliari Allegritti to VP, Research and Communications.
Rendering of 50 Park Road from east side of Park Road, looking southwest/BDP Quadrangle
Built in 1954 and featuring glass and brick modernist design by Toronto-based architectural firm NORR (previously John B. Parkin Associates), the first permanent headquarters of the Ontario Association of Architects exists today as a two-storey commercial building. In addition, for a stint, the property at 50 Park Road in Midtown served as the offices of architecture, landscape architecture, and urban design firm DTAH.
And those are just the first few chapters of its story. The next could see it intensified with a 31-storey purpose-built rental, proposed to be incorporated into the site through adaptive reuse. The planned tower comes courtesy of Helberg Properties Limited and Peberg Corporation, and would also cover the adjacent addresses at 38 and 40 Park Road, currently occupied by a three-and-a-half-storey triplex and an aging eight-storey rental apartment.
Site plan that shows proposed contributions to the public realm along Park Road/DTAH
According to the planning report that went to the City in mid-August, the applicants are seeking a building height of 354 feet (to the top of the mechanical penthouse) and around 269,539 sq. ft of total gross floor area (GFA). Of the total GFA, around 6,813 sq. ft is set to be non-residential and the remainder, at around 262,730 sq. ft, would be dedicated to 289 purpose-built dwelling units, including 12 studios, 170 one-bedrooms, 77 two-bedrooms, and 30 three-bedrooms. That translates to a 37% share of larger, family-sized units.
“Of the 145 new one-bedroom units that are proposed, nine will be designed as convertible units through adaptable design measures, meeting the unit mix requirements of the Downtown Secondary Plan,” the planning report says. “In addition to replacing all of the existing rental housing stock on the subject site (40 units), the proposal would provide a net gain of approximately 249 dwelling units.”
The report further specifies indoor and outdoor amenity space planned to span around 6,222 sq. ft each and to be located on the second floor and roof level, 31 parking spaces, and 329 bicycle parking spaces.
Rendering of 50 Park Road from east side of Park Road, looking west/BDP Quadrangle
Aerial view of 50 Park Road looking south, including approved and under construction projects modelled in context/BDP Quadrangle
The renderings from BDP Quadrangle depict a two-storey base component, which incorporates the former Ontario Association of Architects Headquarters, designated under Part IV of the Ontario Heritage Act in 1991.
“The new construction maintains a modernist architectural expression along Park Road and generally reflects the existing condition, consisting of a modern tower form that meets the ground; however, the lower levels have been designed and articulated to create visual breaks in the massing that respond to the existing heritage building and the scale of Park Road,” according to the planning report.
The report notes that tower element, rising from floors three to 31, “is articulated with vertical and horizontal elements that visually break up the massing and provide for additional visual distinction between the conserved heritage building and the new construction.”
Beyond the proposed building itself, the site boasts transit-connectivity that makes it well-suited for intensification, and is around a five-minute walk from the Bloor-Yonge subway station, an eight-minute walk from Bay station on Line 2, and a 10-minute walk from Rosedale station on Line 1.
Yarrow and Aster at 444 Kootenay Steret and 435 Boundary Road in Vancouver. / PCI Developments
Over the past two or so years, as the real estate market has taken a downturn, there has been a noticeable decrease in portfolio sales involving multiple properties. That said, a significant one was quietly completed earlier this year, STOREYS has learned.
The transaction was between Vancouver-based transit-oriented developer PCI Developments and Toronto-based private real estate investment firm Realstar Group, and pertains to the following three rental buildings, all of which are located in East Vancouver.
Yarrow and Aster
Two of the buildings were developed as one project and are located on the same block, although they are separated by a few properties in between them. Yarrow and Aster are located at 444 Kootenay Street and 435 Boundary Road, respectively, along East Hastings Street, steps away from the Kootenay Bus Loop.
Both Yarrow and Aster are 14-storey buildings and were developed as part of the City of Vancouver's Moderate Income Rental Housing Pilot Program (MIRHPP). Yarrow is home to 94 market rental units, 19 moderate-income rental units, and 3,290 sq. ft of retail space, while Aster is home to 118 market rental units, 24 moderate-income rental units, and 4,797 sq. ft of retail space.
BC Assessment values Yarrow at $49,016,000 and Aster at $62,439,000 in assessments dated back to July 1, 2024. Both buildings were completed in 2023.
388 Kaslo
388 Kaslo, located at 388 Kaslo Street in Vancouver. / PCI Developments
The third building is 388 Kaslo, located at 388 Kaslo Street — also along East Hastings Street. The building is located a short drive west of Yarrow and Aster (and is not to be confused with 388 Slocan, which was sold last year).
388 Kaslo is a six-storey building with 94 market rental units and 4,265 sq. ft of retail space, according to PCI Developments' website. Retail tenants include a Dairy Queen, a Tim Hortons, Woodland Physiotherapy, and an F45 Training.
BC Assessment values 388 Kaslo, completed in 2018, at $54,825,000 in an assessment dated back to July 1, 2024.
The Transaction
The properties have a total valuation of $166,280,000, but the true sale price is unknown because the transaction was completed via a share sale — a transaction involving the shares of the companies that hold the properties, rather than the properties directly. Such transactions also have the benefit of bypassing the provincial property transfer tax.
No other transaction details are known, besides that the transaction occurred on May 16.
All three buildings are now listed on Realstar's website.
This year, PCI Developments, along with its partners, also sold the Cottonwood Centre shopping mall in Chilliwack for $115 million, as first reported by STOREYS. PCI additionally continues to be one of the most active developers in terms of new projects. Recently, the company unveiled their plans for Marine Gateway 2 and has also submitted a rezoning application for 3553-3563 E Hastings Street, where they have proposed an 18-storey mixed-use building. The latter is located just steps away from Yarrow and Aster.
Siena The Heights, planned for 4451 Hastings Street in Burnaby. / SUVA Architects
A condo project in Burnaby has found a new developer just over six months after it was placed under receivership, according to filings in the Supreme Court of British Columbia.
The project is set for 4451 Hastings Street (also known as 4437 Hastings Street) in Burnaby, across the street from the Safeway near Willingdon Avenue in the Burnaby Heights area of Burnaby. BC Assessment values the property at $12,269,000 in an assessment dated to July 1, 2024.
The developer was I4 Property Group (I4PG), which was planning a five-storey mixed-use building called Siena the Heights with 38 condos and approximately 8,500 sq. ft of retail space. The project was beneficially owned by I4PG through Hastings Street Limited Partnership under I4PG Hastings Street Inc.
Siena the Heights had already received rezoning approval from the City of Burnaby and excavation has already been completed, with work on the two-level underground parkade started at the time the project was placed under receivership.
The Receivership
The receivership proceedings were initiated by Desjardins Financial Security Life Assurance Company, also known as Desjardins Group, in November 2024 pertaining to a non-revolving loan in the maximum amount of $29,200,000, a non-revolving standby letter of credit facility in the maximum amount of $2,500,000, and a revolving line of credit in the maximum amount of $500,000.
The two sides entered into all of the credit agreements in March and April 2022, with I4 Property Group Inc. and Myron Calof serving as the guarantor of the loans. According to court documents, I4 Property Group defaulted on the loans just over a year later, with Desjardins delivering a notice of default on September 12, 2023. According to Desjardins, those defaults included a failure to keep the property free of liens, failure to fund cost overruns, and the ceasing of construction, on top of failure to pay the owed amount.
The 4451 Hastings Street site in Burnaby. / Goodman Commercial
The two sides then entered into a forbearance agreement that was extended three times before finally expiring on August 30, 2024. The developer was still unable to provide a solution to complete the Siena project, forcing Desjardins to issue a formal demand for payment and then initiate the receivership.
As of March 20, Desjardins was owed a grand total of $16.6 million with interest continuing to accrue.
Although Desjardins' application was filed in November, the receivership did not come into effect until February 14, 2025.
The Sale
The 4451 Hastings Street property was subsequently listed for sale in April by Goodman Commercial for $16,000,000, with the listing agreement granting Goodman a commission of 0.85% on the gross sale price in the event that the buyer was introduced by Desjardins and a commission of 1.95% if the buyer was not introduced by Desjardins.
According to the court-appointed Receiver's August 22 report, a total of 28 interested parties progressed to the point of signing a confidentiality agreement, but only three ultimately submitted a formal bid.
The selected bid was that of Vancouver-based Landa Global, introduced by Desjardins, who submitted a bid of $12,000,000 to acquire the property via a share sale — a purchase of the shares in the company that holds the property, rather than directly purchasing the property (which requires payment of the property transfer tax). Pending court approval, the transaction is expected to close on September 15.
To date, 27 of the 38 condo units and all six of the commercial units have been pre-sold, but the offer by Landa Global does not include the presale contracts, 29 of which have now already been terminated.
"The Receiver's counsel undertook a preliminary review of the Pre-Sale Contracts and concluded that there would be substantial challenges in enforcing both the commercial and residential unit contracts due to specific termination clauses that had already been extended to, or close to, their contractual limits," said the Receiver.
iPro Realty Office at 3079 Dundas St W. / Google Maps
Sometime in late May, the Real Estate Council of Ontario (RECO) discovered that Mississauga-based real estate brokerage iPro Realty was missing $10.5 million in consumer deposits and agent commissions. Despite the discovery, RECO chose not to alert either the public or law enforcement for roughly three months. RECO's Registrar, Joseph Richer, then decided not to charge iPro's co-owners for the violation.
The scandal has led to Richer being removed from his position amid mounting public outrage towards both him and RECO for their lack of oversight and failure to protect consumers and agents — the Council's singular mandate. RECO and Richer's handling of the situation is an approach that some industry leaders say put buyers and agents at risk, while letting the leaders of a company suspected in the misappropriation of $10.5 million in trust funds largely off the hook.
"Agents are furious out there, and companies like us that have been working hard for 45 years, ethically, professionally, [...] now we are questioning, 'Okay, anybody can come into this game and take advantage of the system and not be punished?" Steve Tabrizi, COO and Broker/Owner at RE/MAX Hallmark, tells STOREYS.
"Historically, my understanding is that cases involving theft over $5,000 are usually reported to local authorities," Tabrizi says. "In this situation, it appears that did not happen — which, given the size of the reported shortfall, is surprising. In my 28 years in the industry, I have rarely seen numbers of this scale."
It remains unclear exactly why RECO chose to put consumers and agents at risk for three months or why Richer agreed not to charge iPro's owners, as well as whether or not RECO supported Richer's actions through those months, but Tabrizi says that either way, the handling of the situation has raised concerns across the industry.
"The bigger question is how we ensure that the system can’t be taken advantage of in a way that undermines trust and accountability," he says. "In order to avoid more brokerages abusing public funds, more oversight is needed, including having more frequent audits."
Going further, Tabrizi says that regardless of what the former Registrar may have agreed upon with the principal owners of iPro Realty, that agreement must be reversed and the principals must be held accountable through proper charges in order to restore faith in the due process.
Key Facts
iPro Realty employed around 2,400 agents and spanned 17 branch locations in Mississauga (2 locations), Toronto (3 locations), Orangeville, Georgetown, Milton, North York, Bradford, Baysville, Burlington, Woodbridge, Scarborough, Brampton, Brantford, and Pickering. Its co-founders and the subjects of this scandal are Rui J Alves and Fedele Colucci. Alves served on RECO's board of directors for a number of years until May 2023.
According to their website, "RECO is the provincial regulator that regulates real estate agents and brokerages in Ontario. Our goal is to protect consumers by ensuring that real estate agents and brokerages in Ontario understand and follow the law."
Joseph Richer was RECO's Registrar from September 2012 until departing from the regulatory authority last week in the wake of this scandal.
The iPro Realty scandal comes after a 2022 Auditor General’s report found that RECO was not fully effective in protecting consumers in real estate transactions. (It is worth noting that Rui Alves was on RECO's Board of Directors at that time.)
Timeline Of Events
Unknown date in 2021
RECO performs its first inspection of iPro Realty. Roughly four years will pass before iPro is inspected by RECO for a second time.
Unknown date in late May, 2025
RECO is about to perform iPro's second investigation when, "immediately prior to the investigation," iPro informs RECO about the $10.5 million shortfall in its accounts. Peel Regional Police has not been notified at this point.
August 14
RECO shares a news release informing the public that it has completed an agreement with iPro to shut down all 17 of its brokerage locations by August 19, 2025, after a scheduled inspection revealed a "significant shortfall" in their accounts. "This is a serious breach of iPro’s responsibilities under the law and to its consumers and agents," says RECO in the release. At this point, RECO also shares that pending transactions will continue to close as usual, and that agents and their clients will be able to transfer to iCloud Realty and remain at their branch location, or transfer to a brand new brokerage.
All that is shared about iCloud in RECO's release is that they are a brokerage that has assumed all of iPro's brokerage locations. When STOREYS reaches out to RECO for clarification, Richer says that "iCloud is registered as a brokerage with RECO, with different owners from iPro, and has purchased some of iPro’s assets and assumed some of its leases. There has been no transfer of ownership from iPro to iCloud."
August 15
RECO notifies the Peel Regional Police's Fraud Bureau of its ongoing investigation into potential improprieties within iPro Realty, as confirmed by Constable Sarah Patton in an email to STOREYS.
August 19
RECO posts a second release to its website highlighting that:
iPro's shortfall was originally $10.5 million, but has since been reduced to less than $8 million;
RECO has notified Peel Regional Police and says it will cooperate with any investigation;
RECO knew about the shortfall in late May;
iCloud Realty was registered in early August and has purchased certain iPro assets, in addition to assuming the leases.
In the release, RECO also states that, since finding out about the shortfall its "approach has been to both monitor iPro’s trust accounts and to recover the greatest amount of trust money possible for consumers and agents."
According to RECO's profile database, iPro co-founders Alves and Colucci both lost their broker registrations on this date. In their discipline histories, it is stated that both individuals have agreed to never reapply for registration. The histories include that Colucci "illegally disbursed funds from the brokerage’s consumer deposit and commission trust accounts" and that Alves "failed to ensure that the brokerage managed trust funds in compliance with the law."
August 21
The Toronto Star breaks the news that RECO Registrar Joseph Richer agreed not to charge or fine iPro Realty’s co-founders. “As part of its undertaking for the closure of iPro and the termination of Colucci and Alves registrations, RECO’s Registrar agreed to not seek charges under his authority under the Provincial Offences Act, and to not take any further administrative action under the Trust in Real Estate Services Act, 2002," read the statement from a RECO spokesperson.
During this week, RECO also tells the Star it waited three months to alert consumers about the shortfall and illegal activity "in order to give the brokerage’s co-founders time to return the money."
August 22
CEO of RECO, Brenda Buchanan releases a statement that, with the support of RECO's Board of Directors, she has "acted" and Richer has left RECO. "I have undertaken to review this matter and I am committed to working closely with RECO’s board to provide transparency, oversight and accountability on this matter. This is my top priority," Buchanan adds.
Also on this date, STOREYS asks RECO why Peel Regional Police wasn't immediately notified about the $10.5 million shortfall, what would qualify the police to become involved, and if RECO has plans to increase oversight and improve audits. RECO responds with the news release published that day announcing Richer's departure.
August 25
RECO releases a fourth press release sharing that it is freezing iPro's accounts, launching an "immediate independent and comprehensive audit" on the iPro matter, reviewing RECO'songoing compliance files, and conducting a "thorough organizational review to ensure that RECO is equipped to meet its consumer protection mandate, to assess and improve the regulatory function, and to strengthen oversight and accountability within the organization."
The independent audit will be performed by Dentons Canada LLP and will look into Richer's agreement with iPro. Dentons will also assemble a report providing recommendations for how RECO can ensure "greater oversight and governance going forward," with a final report to be delivered and made public by October 30, 2025.
At the time of publication, Peel Regional Police's Fraud Bureau has not opened a criminal investigation into the matter. "A referral from RECO to the police may occur in the future subject to the Fraud Bureau’s receipt of a full briefing with respect to RECO’s findings & available evidence to date," says Constable Patton in a statement to STOREYS on August 25. "An assessment of the information for criminal process suitability will then take place in line with the Fraud Bureau’s intake procedure."
STOREYS is awaiting a response to questions posed to RECO on August 25 as to why Alves and Colucci weren't charged, and whether or not Richer acted alone in his decision not to charge them.
This story is ongoing and STOREYS will update this article as new developments arise.
A newly listed modern showpiece poised in the heart of Willowdale West doesn’t just raise the bar — it redefines it.
Designed by acclaimed architect Richard Wengle, 21 Yorkview Drive was custom-built for its current owners with an unwavering commitment to quality and detail. The result is a contemporary masterpiece spanning more than 6,100 sq. ft, where every square inch has been meticulously considered.
Set just moments from Yonge Street’s restaurants and boutiques, and a quick hop to the subway or Highway 401, the home blends convenience with sanctuary.
Behind its striking façade, a generous foyer opens to a main floor that was made for both family living and sophisticated entertaining. A cozy living room flows to an elegant formal dining space, connected by a discreet butler’s pantry. A practical mudroom keeps everyday life organized, while the gourmet kitchen — complete with a breakfast nook — anchors the home. Here, an oversized family room framed by expansive windows overlooks the lush rear gardens, making the connection between indoor comfort and outdoor calm seamless.
Upstairs, three spacious bedrooms — each with its own ensuite — provide ample space for R&R, while a laundry room adds functionality. The primary suite is a true escape: a gas fireplace for quiet evenings, a discreet built-in office for focused mornings, a spa-worthy ensuite with an oversized shower and soaker tub, and finally, a walk-in closet designed for the most discerning.
The lower level holds its own allure, with a large bedroom and ensuite, a dedicated home gym, a custom wine cellar, and a sprawling recreation area perfectly suited for a home theatre setup, complete with a wet bar. Of particular note, natural light pours in through the walk-out to the south-facing yard, making the space feel anything but subterranean.
The way the home integrates sunlight into its lower level is remarkable — the walk-out and southern exposure transform what could have been a conventional basement into a bright, inviting extension of the main living space.
All in all, this is a home that balances modern sophistication with warmth, designed for those who appreciate both beauty and utility in equal measure.
‘If it ain’t broke, don’t fix it’ is a maxim that represents the antithesis of Murtaza Haider’s feelings on Canadian homebuilding. The system is most certainly broken, and it’s high time we find new ways to fix it, expresses Haider, who was appointed Executive Director of the University of Alberta’s new Cities Institute earlier this year.
“The challenge we face is that, despite our best intentions since the 1970s, we have not been able to increase the rate, scale, scope, and frequency of housing construction in Canada,” he explains, also pointing out that Canada’s population has jumped from 20 million in the ‘70s to over 41 million now. “On a per-capita basis, we are producing far less housing despite our intent, all the incentives, the industry's desire. The only way to change that is to try something radically different from what we have done in the past.”
Statistics Canada data via Fraser Institute in an April 2025 study
The Case for Prefab in Canada
Prefabricated housing is as ‘radically different’ as we have in the toolkit right now, and Mark Carney’s Liberals are vocally on board. The government has pledged to create a new entity known as Build Canada Homes (BCH), which would, among other things, provide $25 billion in debt financing and $1 billion in equity financing “to innovative Canadian prefabricated homebuilders.”
The Liberals have posited that prefabricated and modular homebuilding “can reduce construction times by up to 50%, costs by up to 20%, and emissions by up to 22% compared to traditional construction methods.” In addition, the government has specified that BCH “will issue bulk orders of units from manufacturers to create sustained demand,” and that “financing will leverage Canadian technologies and resources like mass timber and softwood lumber, as well as support more apprenticeship opportunities to grow our skilled trades workforce.”
The Feds reinforced their intention to support prefab, modular, and 3D-printed construction in a new Market Sounding Guide released earlier this month, and are currently seeking expertise and feedback on BCH on the whole from academics, research groups, institutional investors, and other potential sources of private capital until August 29.
Although the escalated emphasis on prefab has been met among industry stakeholders with a fair amount of scepticism — Canadian housing providers haven’t been able to make the method work at scale before — Haider is in full support. He cites a study he’s currently involved with that looks at 10 Western economies around the world, and shows that Japan is producing “almost 90,000 to 100,000 homes” every year using prefab methods.
“And they have been able to achieve a high level of customization, which means that these homes are not cookie-cutter homes where everything looks identical and looks like a hospital rather than a house because everything is so standardized,” he says. “We can learn from countries that have done better, like Japan and Sweden, and go about it in a better way, a more productive way.”
Murtaza Haider, Executive Director of the University of Alberta’s new Cities Institute
Industry Response: Stelumar and Assembly Corp.
This past June, The Globe and Mail reported that Mattamy Homes Founder Peter Gilgan is behind a new prefab business known as Stelumar, which is expected to begin its first phase of roll-out in 2026. Once operational, the company is looking to provide modular components for about 3,000 housing units a year. Gilgan also opened a prefab home factory in the late 1990s, it’s worth noting, but it ceased operations in 2009.
However, Peter Hass, General Manager for Stelumar emphasizes that ventures are different; the ‘90s business focussed on fully-detached, single-family homes, while the latest version will manufacture in favour of six-story buildings (the ‘missing middle’).
“There's also a lot of differences on the technology side this time around. On the equipment, things are a lot more automated, and within the automation, there's a bit more flexibility than what there was, so it enables us to obviously manufacture a lot more efficiently,” says Hass.
“And there are a lot of changes on the software side too,” he adds. “In the original Stelumar, there was over 40 people taking the 2D drawings of the homes and putting them into machine-readable drawings. And now you can model everything in 3D from the start. So, to translate that into the machine-readable drawings and do all the clash detection on your MEP and find out what your stud spacing is and what the framing is going to look like — we can use software to automatically do a lot of that… which allows the overhead of the company to be significantly less.”
Peter Hass, General Manager for Stelumar
Although Stelumar’s new Toronto-area facility is expected to cost “hundreds of millions of dollars” before it's operational, Hass notes that having one of the largest privately owned builders in North America on their side means that they will be able to scale quicker.
“Our main investor is Peter Gilgan and Mattamy Asset Management, and then we also have an agreement with Mattamy Homes to be the main customer,” he says. “So, having confidence in that pipeline makes a huge difference. It allows us to invest in further automation in the factory and take on more overhead than a typical company would be able to if they didn't have that pipeline of projects.”
Hass also notes that, to Haider’s point, the company is interested in drawing from what is being done overseas, pointing out that one idea they are looking into is having performance-based building codes.
“So instead of being prescriptive about how a building should be built in order to meet the code, it’s: here's the bar that you need to hit, prove that you can hit this bar. And that makes a big difference in a factory because you can do things differently than how you can do it on a job site — you can manufacture differently, you have a different level of quality and accuracy with machines in a consistent environment than you would have on a job site,” he says.
Haider goes on to say that the success of scalable prefab in Canada is going to rely on the participation of big players in homebuilding, Mattamy being a quintessential example.
“These big builders and developers have the financial means to put [toward] this initial investment into setting up these factories and [are] able to negotiate terms with the government,” he adds. “Canada’s large number of smaller builders, they don't have the money, expertise, scale, or even ambition to go modular… but once these [factory] setups are made, small builders can benefit, because they can be the implementers or assemblers of the products that these big factories make. I think it’s quite doable, the study of Japan clearly shows us that this is doable.”
Justin Spec, Product Lead for Assembly Corp.
Toronto-based builder Assembly Corp. has been immersed in the space since 2017, providing prefabricated all-wood residential buildings in Ontario. Like Stelumar, Assembly is focused on the missing middle, and they currently have 10 projects built and 11 in various stages of entitlement and construction. Though the company operates at more of a niche scale than Stelumar, Product Lead for the company Justin Spec says that federal government’s push for prefab is already resulting in an uptick in interest for their services.
Giving a bit of a crash-course in how Assembly’s services work, Spec explains that around 80% of each project’s design process is “predefined, coordinated across all design disciplines, and the other 20% is a site adaptation process where we incorporate unique conditions like ground-floor functions, facade design, and specific zoning requirements.”
“We primarily work in panelized modular, so building elements, like floor or wall panels, come stacked on trucks and are quickly lifted into place on site,” he adds.
In addition, Assembly’s Director of Sales and Marketing Francesca MacKinnon shares that the company has partnered with Swedish company and leader in wood industrial housing Lindbäcks and will be acquiring their factory equipment to outfit their forthcoming facilities.
“We are opening a manufacturing facility in 2026 in Toronto with a capacity of 1000+ units annually. We also have access to technologies and AI that we never had before, making Design for Manufacturing Assembly, costing, and building integrative design software easier than ever before,” MacKinnon says. “The government has vocalized their deep support, and the demand for housing is greater than ever before in Canada. Canadians are more motivated than ever to buy and build Canadian. All the ingredients for scaling are here.”
Francesca MacKinnon, Director of Sales and Marketing at Assembly Corp.
What's Next? Funding, Policy, and International Expertise
MacKinnon also highlights that Assembly, in partnership with EY-Parthenon, has created the Canadian Industrialized Construction Coalition, “to unify industry voices and create a set of recommendations for the government to inform on ways to successfully scale the factory-built housing industry in Canada.” The Coalition is made up of over 80 members across the supply chain and is a reminder of the expanding enthusiasm to scale this method of homebuilding.
On a final note, one thing that both Hass and Haider make a point of emphasizing and remphasizing is that getting prefab off the ground in a meaningful way will need money — and not just from Canadian players. Capital is the ultimate way to create a “virtuous cycle,” says Hass, so that the companies that do end up riding the wave of prefab momentum can invest more in advancing in their technology and scaling up faster.
“We need to bring in builders from China, from Japan, to bring capital and technology and then start building it here. And governments can provide them with incentives,” adds Haider. “Remember when municipalities were going nuts offering tax relief to Amazon when Amazon decided [they were] going to open a second headquarters? Toronto and many Canadian cities put their bid and offered all sorts of crazy incentives to attract Amazon to their city. Well, do the same for prefab construction expertise and investments from abroad — give them incentives, bring them here.”