Understand what a title search involves in Canadian real estate, why it's required before closing, and how it protects buyers from legal complications.
A title search is the process of examining public records to verify the legal ownership of a property and identify any liens, claims, or encumbrances.
Why Do Title Searches Matter in Real Estate
In Canadian real estate, title searches are performed by lawyers or notaries as part of the closing process. They ensure the buyer receives clear title and that the seller has the legal right to transfer ownership.
A title search checks for:
Registered property owners
Outstanding mortgages or liens
Easements or rights-of-way
Court judgments or encumbrances
If any issues are found, they must be resolved before the property can be legally transferred. In many provinces, buyers also purchase title insurance as added protection.
A title search is critical for protecting the buyer from future legal disputes or financial loss related to hidden ownership issues.
Example of a Title Search
A title search reveals that a previous owner failed to discharge a mortgage. The seller resolves the issue before closing, ensuring the buyer receives clear title.
Bridge financing is a short-term loan that helps homebuyers cover the financial gap between buying a new property and selling their existing one.. more
A bridge loan is a short-term financing option that allows homeowners to borrow against the equity in their current property to fund the purchase of. more
Closing costs are the various fees and expenses that buyers and sellers must pay to finalize a real estate transaction, separate from the property’s. more
Rendering of 1798-1812 Weston Road/BDP Quadrangle via Castlepoint Numa
Toronto City Council wrapped up its May session last week and, as with every month, several development applications were up for review. Of those, the lion’s share got the green light — albeit with varying degrees of amendments — which is perhaps a testament to the intensified emphasis on homebuilding in Toronto and its development review system that’s in the process of being streamlined by a newly-formed division.
As part of the Province’s broader goal of 1.5 million new homes by 2030, Toronto has the tall order of delivering 285,000 new homes over the next 10 years, but has only achieved 71,762 starts since 2022. Last year, Toronto fell short of its target of 23,750 starts, with just 18,422 units recorded.
Digressing, seven major high-rise projects snagged approvals this month, including proposals from Choice Properties REIT, Castlepoint Numa, and Diamante Development Corporation. Here’s the low-down on what will (hopefully soon) be coming up across Toronto.
Redevelopment plans for 123 Parkway Forest Drive — currently occupied by a 19-storey apartment and three rental townhouses — date back to August 2021, at which time a 29-storey replacement was proposed, which would include five townhouse units within the podium. The proposal, which comes from Choice Properties REIT on behalf of Emerald GP Inc. as general partner for Emerald Limited Partnership, was revised twice more, and its latest form calls for a 33-storey apartment with 384 rental units. Of those, six would be affordable rental housing units, and 193 units are to be secured as rental housing for 20 years to compensate for the existing rentals on the site. The proposal also calls for a unit breakdown of 58 studios, 198 one-bedrooms, 81 two-bedrooms, and 47 three-bedrooms.
After the Perth Avenue site was approved for 10 storeys and 108 residential units back in March 2022 (proposed in July 2018), developer Castlepoint Numa saw their proposal through a lengthy approvals process for the next several years, landing on a 15-storey iteration in April 2024, and then finally on an 18-storey iteration — the current version — in January 2025. The proposed development now includes 262 dwelling units, which breaks down into 26 studios, 118 one-bedrooms, 92 two-bedrooms, and 26 three-bedroom units. In addition, 13 of the total units are planned to be affordable rental housing units.
Plans to redevelopment 1798-1812 Weston Road also come from Castlepoint Numa, and date back to February 2023, at which time the developer was seeking permissions for a 40-storey mixed-use building with 488 residential units, including 6 rental replacement units to compensate for rentals contained in the six low-rise properties already on the site. In March 2025, Castlepoint’s plans were revised to their current version — they still call for 40 storeys, but the unit count has been upped slightly to 490. Six of the total number of units would be replacement rentals, and the unit breakdown is currently 72 studios, 296 one-bedrooms, 73 two-bedrooms, and 49 three-bedrooms. A commercial space is planned at grade.
Following an initial submission in June 2023 calling for 48, 32, 12, and seven storeys, plans to redevelop a site partially occupied by a women’s shelter known as Elisa House (60 Newcastle) were resubmitted to the City in October 2024 and now call for 46, 32, 14-storey, and seven storeys. The proposal comes from Diamante and further specifies that the 46- and 32-storey buildings would be connected by an eight-storey podium, and would contain residential, retail, office, and daycare uses. The 14-storey building would also include retail, as well as affordable housing through a rental co-op model. The seven-storey building would replace the shelter and supportive housing services provided by Elisa House. Across the three high-rises, a total of 1,117 residential units are proposed (47 studios, 758 one-bedrooms, 217 two-bedrooms, and 95 three-bedroom units), and 36 supportive dwelling units, 16 emergency shelter beds and 72 shelter beds are proposed within the mid-rise.
Plans to redevelop a two-storey vehicle dealership building and surface parking lot at 2595 St. Clair Avenue West were filed with the City on behalf of Old Mill Cadillac Chevrolet Buick GMC Ltd. in January 2024, and those call for a mixed-use development consisting of an 11-storey mid-rise that connects to a 20-storey tower. The building form is essentially ‘L’ shaped, and would accommodate a commercial component on two floors, and 505 residential units. Of the total units, 345 would be studios or one-bedrooms, 111 would be two-bedrooms, and 49 would be three-bedrooms.
Following an initial proposal asking for 10 storeys in February 2022, plans for 23-29 Greenbriar Road were revised in October 2024, this time seeking approval for 25 storeys, which would replace the four two-and-a-half storey rental apartments already on the site. In addition, the proposal — which comes from an entity known as Greenbriar Road Inc. — specifies 325 residential units, which includes four one-bedroom and 18 two-bedroom purpose-built rental replacement units. Inclusive of the rental replacements, the building would include 20 studios, 175 one-bedrooms, 97 two-bedrooms, and 33 three-bedrooms.
A development proposal for 799 Brimley Road was submitted to the City by an entity known as Brimley Place GP Inc. in March 2023, at which time the plans called for 14 storeys and 391 residential units. Second and third submissions were made in October 2024 and February 2025, with the latest iteration of the plans calling for a 24-storey tower with a seven-storey podium. The building is set to include 385 residential units, including 288 one-bedrooms, 51 two-bedrooms, and 46 three-bedroom. The proposal includes a ground-floor commercial component fronting Brimley Road, compensating for the existing two-storey commercial plaza already on the site.
Striking the perfect balance between refined and homey is a tall task, but one that this South Mississauga home pulls off with ease.
Located in the highly-sought after Applewood Acres — a mid-century suburb built, charmingly, over what was once a collection of apple orchards — 2121 Harvest Drive offers quiet, tree-lined streets and 5,000 sq. ft of stunning custom craftsmanship.
Boasting inviting family spaces within, a number of schools within walking distance, and easy access to the nearby Queen Elizabeth Way, the property is also the ideal home-base for a family on the go.
Rolling up the drive, residents are welcomed by a sleek exterior complimented by lush foliage and a manicured lawn. The home itself was custom-built in 2016, so it outranks its mid-century peers when it comes to contemporary design and creature comforts.
Inside, this is showcased by open-concept living spaces, 10-ft. ceilings, and floor-to-ceiling windows on the main floor that flood the home with natural light. And throughout, built-in walnut finishes elevate each space and bring warmth into the home; like in the kitchen, where the buttery smooth wood is used in the custom cabinetry and oversized quartz island.
Via the main floor family room/kitchen space, indoor chill seshes can be moved outdoors to the covered back patio, which offers a tranquil setting to bask in the secluded backyard. Overall, the home’s design does a good job spotlighting the surrounding nature, natural light, and vibrant greenery via the abundance of expansive windows throughout.
The primary suite, with its large corner windows, is a prime example of this design feature. But even without the sunlight streaming in, this spa-like retreat, with its five-piece ensuite and double-sided gas fireplace, would transport anyone to their happy place. Plus, it’s got a handy his-and-hers walk-in wardrobe room finished with that rich walnut cabinetry.
On the lower level, find the perfect entertainment space for family and friends, home to a chic media room with a gas fireplace and a wet bar that serves really more as a mini kitchen, with its full fridge and quartz island. On this level you’ll also find a home gym and, in a unique twist, a sound-treated music studio.
Our Favourite Thing
These walnut finishes are to die for. Tastefully incorporated into several elements of the home, from the kitchen cabinetry to the doors throughout the home, they add pops of colour and sophisticated flourish to each space they inhabit.
The home offers a space refined enough to fill each day with a sense of sophistication and class, while also being inviting enough for friends and family to unwind and kick their feet up after a long day.
Combining location, impeccable designs, and family-focused living, 2121 Harvest Drive presents a rare opportunity to lay down meaningful roots in this coveted corner of Mississauga.
Hudson's Bay has been undergoing liquidation at all of its stores in Canada. / BobNoah, Shutterstock
When a business like the Hudson's Bay Company (HBC) becomes insolvent the implications can be as far-reaching as the company is. And more and more of these implications are now coming into view as the insolvency proceedings progress.
The Hudson's Bay Company was operating a total of 96 stores — under the Hudson's Bay, Saks Fifth Avenue, and Saks OFF 5th brands — across the country, primarily within large regional shopping malls owned by REITs or institutional landlords such as pension funds.
After filing for and securing creditor protection under the Companies' Creditors Arrangement Act (CCAA) on March 7, HBC has been liquidating the inventory at all of its stores while the court-appointed Monitor has been leading a process to monetize its other assets, such as its leases, intellectual property, and historic artifacts. (Canadian Tire announced this month that it is acquiring HBC's IP for $30 million.)
This week, it is Primaris REIT (TSX: PMZ.UN) who announced the fate of the nine Hudson's Bay stores in its portfolio.
Four HBC Leases Subject To Bids
Primaris REIT says that four of the nine HBC leases are subject to bids that meet the minimum requirements defined under the lease monetization process. Court documents have not disclosed any details about these bids and even the REIT itself does not appear to know all of the details, saying in its press release today that "limited information is available about these bids, including any retailer plans or requested lease modifications" and that it is "not yet able to comment on the viability of the operating strategies or financial strength of the retailers bidding on these locations," but will do so once more details are known.
The four leases that are subject to bids are the locations within the Conestoga Mall and Oshawa Centre in Ontario, the Southgate Centre in Alberta, and the Orchard Park Shopping Centre in British Columbia. Two of the leases were acquired by Primaris REIT just before HBC filed for creditor protection, when Primaris paid $585 million in January for a 100% interest in the Oshawa Centre and a 50% interest in the Southgate Centre.
The four Hudson's Bay leases that are subject to bids. / Primaris REIT
Altogether, the four Hudson's Bay stores total 498,770 sq. ft of leasable space, which Primaris said represents approximately 3.5% of its portfolio, one that is focused on enclosed shopping centres in growing Canadian markets. These four locations provided approximately $5.4 million in gross rental revenue ($10.84 per sq. ft) and $2.0 million in net rental revenue ($3.92 per sq. ft) for Primaris REIT.
Commenting on the bids, Primaris said that it believes that the REIT "will have significant influence over the outcomes of the bids" as a result of "significant deferred maintenance in the stores, and the time and cost required to restore the spaces to satisfactory operating condition for a retailer."
Five HBC Stores To Be Repurposed
No bids were submitted for any of the five remaining leases and the leases have now been disclaimed, said Primaris, adding that it is expecting to assume full control of the sites effective Monday, June 16.
These five leases are for Hudson's Bay stores within the Cataraqui Town Centre and Place d’Orleans Shopping Centre in Ontario, Les Galeries de la Capitale in Quebec, and Medicine Hat Mall and Sunridge Mall in Alberta. These five stores amount to 532,100 sq. ft of leasable space and Primaris said its overall in-place portfolio occupancy rate will drop from 93.2% to 89.5% as a result of the vacancy. The REIT also said the vacancy will result in a reduction of $5.5 million in annualized revenue and $3.9 million in annualized net operating income.
The five Hudson's Bay leases that have been disclaimed after seeing no bids. / Primaris REIT
In addition to those negative effects, Primaris REIT will also be spending a significant amount of money to repurpose and redevelop the stores, whether from subdividing existing spaces or demolishing some of the existing space to allow for new construction. The REIT says it will spend between $50 million and $60 million towards those efforts, which is expected to reduce the total leasable space from 532,100 sq. ft to 475,000 sq. ft. Primaris said it expects occupancy to occur in Q2 2026 and rent flow to commence in early-2027.
"With significant planning and preparation work already complete, management is now focused on rapidly executing on its longstanding re-tenanting, redevelopment, and repurposing plans in relation to each of the five disclaimed locations," the REIT said. "Discussions and negotiations are ongoing, and management expects to be able to announce definitive agreements, leases and plans for most of these locations over the remainder of 2025. Primaris' ultimate goal is to provide clarity for stakeholders and minimize disruption at the properties while delivering new rental income as soon as possible."
Primaris REIT And Hudson's Bay
Overall, Primaris REIT is framing the loss of Hudson's Bay as a positive and one that also carries financial benefits. The REIT says that as a result of the five leases being disclaimed, it is now free of obligations that required it to provide 1,866 parking spaces that effectively tied down 13 acres of land and said it is now also free from "no-build" restrictions on approximately 71 acres of land that barred it from building anything near HBC stores.
"All of these properties now offer significant intensification opportunities spanning retail outparcels, the potential sale of excess lands for multi-residential, hotel, or other high density uses, and the future expansion of the malls themselves," said Primaris.
"In addition to the above noted financial benefits and removed restrictions, regained control of these leases offers further indirect financial and qualitative benefits to the shopping centres, such as the halo effect on sales and rents from adjacent tenants following re-tenanting, or the positive impact on capitalization rates and valuations for properties that replace underperforming tenancies with new, stronger retailers," the REIT also said.
"Primaris REIT has been preparing for the departure of HBC, as its department store peers downsized and ceased operations over the past 15 years, including Zellers, Target and Sears," said President & COO Patrick Sullivan in a press release in April. "The departure of Canada's final conventional department store will enable future value creation for our stakeholders, paving the way for optimal use of space that better reflects the evolving needs and desires of the growing communities."
"Regaining control of five of our valuable anchor locations allows Primaris to commence repurposing a significant amount of low productivity space, and marks the beginning of our value surfacing exercise," said CEO Alex Avery in today's press release. "While HBC has been the focus of a lot of discussion and attention, the real story is just beginning, as the disclaiming of leases has finally removed obstructionist barriers enabling us to enhance our properties. We are confident that the quantitative and qualitative benefits of regaining control of these spaces will be materially positive for our properties and our unitholders."
Welcome to Meet the Agent, an ongoing series profiling real estate agents from across Canada. With more than 150,000 agents, brokers, and salespeople working in 75 different boards and associations across the country, we thought it was about time they had a place to properly introduce themselves.
If you or someone you know deserves the same chance, email agents@storeys.com to apply.
THE DETAILS
Name: Laura McBride
Areas of Focus: Ajax, Pickering, Whitby, and Scarborough
Where do you live now? And what neighbourhood (in Canada, or worldwide) would you love to live in (that isn’t your own)?
I live in Ajax, specifically Pickering Village. If I could live anywhere, I might pick Iceland — but Collingwood Ontario is also top of my list.
How did you end up becoming a real estate agent?
I studied Interior Design and Horticultural Design, but when my first son was born four months early, I had to shift gears. Real estate allowed me to combine my skills and love of homes with a new career and create a schedule that worked for my family.
In a few sentences, describe what a typical “day in the life” looks like for you. Does this align with what you expected before you became an agent?
I try to run a business I can be proud of. Now that my boys (men) are grown, I’m usually at my Sutton office during the week in between appointments, while my Junior Green Thumbs program (the “give back” arm of my business), gives me a lot of inspiration and balance in this often unpredictable industry. I recommend every agent has something they are passionate about tied to their business pillars.
What's the single best advice you have for sellers?
Early offers might be the most excited buyers not wanting to miss out. Don’t dismiss first offers — they are often the best ones!
What's the single best advice you have for buyers?
Get on the ladder as soon as you can, in whatever you can afford. Waiting to save more money is the best way to get priced out of the market. Values increase faster than bank accounts!
What made you choose to work for your current brokerage?
I chose Sutton Group - Heritage Realty because it was the most welcoming and professional office of all the brokerages I spoke to. I worked at the front desk while I was getting my real estate license, and from day one my broker has been incredibly supportive of my business and my life.
Who do you believe is making the biggest waves in the industry today? Is there anyone you recommend people should be paying attention to right now?
I think that the companies that are marketing themselves differently, serving the modern needs of the public and creatively connecting with people are the industry leaders who will evolve with however our industry changes. I love what Ross McCredie and his team are doing with Sutton Group, and I’m proud to see us evolving.
What is one professional goal you have for the next year? What’s one that you have for the next 10 years?
I’m aiming to donate 20 gardens to local classrooms this year through my Junior Green Thumbs program. One deal = one garden. In 10 years I would like to be in 250 classrooms. I’d love to inspire and help other agents give back in meaningful ways that matter to them when they have the means. Do a deal, do some good — that’s the goal.
Tell us about your favourite (or most memorable) sale, and why it stands out to you.
That’s a hard one because I’ve loved (almost) every experience in 20 years. But I would have to say my favourite was working with a specific couple who delighted me with the awareness of who my ideal client is. I knew after working with them that I wanted to work with more people like them and I’ve never forgotten that.
What are the three words you hope your clients use to describe you?
Kind. Approachable. Interested.
This interview may have been edited for both length and clarity. The views and opinions expressed in this article are those of the interviewee and do not necessarily reflect the views or positions of STOREYS.
A residential street in Toronto. / Erman Gunes, Shutterstock
Jakub Zerdzicki/Pexels
The Canada Mortgage and Housing Corporation's (CMHC) annual Mortgage Consumer Survey was released this week and the findings reveal a varied, but overall optimistic, homebuyer landscape based on responses from 3,968 mortgage consumers collected in January 2025.
While an increasing amount of homebuyers paid the maximum that they can afford for a home and more consumers are struggling to make mortgage payments, respondents are more optimistic about their home purchase being a good investment than they were in 2024 and first-time homebuyers are making up a larger share of transactions than they did a year ago.
While 58% of homebuyers surveyed in 2025 paid the maximum amount they could afford (compared to 46% in both 2024 and 2023), the proportion of first-time homebuyers that paid the max was at 65%. First-time homebuyers, 47% of which are aged 25 to 34 years old and 35% of which make $60,000 to $105,000 a year, made up 12% of mortgage transactions, up from 10% in 2024.
CMHC
But this statistic also varies depending on province, with homebuyers in British Columbia being most likely to have payed their max price (66%), followed by Ontario (64%).
Compared to first-time homebuyers, repeat buyers made up just 5% of mortgage purchases and a lesser 40% of this group paid the maximum price they can afford. The majority of this group is aged 35 to 44 with 39% making more than $120,000 a year.
On the debt front, a slight majority of mortgagers (51%) say they have trouble making debt payments, up from 42% in 2024. This stat is, unsurprisingly, more pronounced for the less stable first-time homebuyers, 60% of which have struggled to make debt payments, compared to just 29% of repeat buyers.
Meanwhile, the percentage of respondents concerned about defaulting on their mortgage increased slightly from 50% to 53%, with 70% citing economic factors like cost of living increases, economic recession, and interest rates rising. But despite these concerns, overall, homebuyers are feeling more optimistic about their purchases. In fact, 74% believe their home will increase in value over the next year, up from 63% in 2024, while 73% are comfortable with their mortgage debt.
Other positive trends include an increase in buyers prioritizing energy-efficient homes, up from 57% to 61%, and energy-efficient updates were also a top factor for home renovations in 2025. In general, renovations are on the rise with 55% of homeowners having carried one out within the last three years. Mortgagers are also increasingly interested in constructing secondary suites, with one in 10 expressing interest in the idea.
In terms of mortgage structures, the survey found that the majority of mortgagers continued to hold fixed-rate mortgages, although the total did fall 7% from 2024, made up mostly of older generations. Conversely, the popularity of variable-rate mortgages ticked up compared to last year from 23% to 25%. Of the variable rate mortgagers, 31% were refinancers.
Homeownership in Canada continues to be one of the largest expenses everyday consumers live with, and as economic uncertainty persists, some mortgage consumers will have to grapple with the impact on their personal finances. Still, high optimism and increased investment in value-enhancing upgrades will help buoy mortgagers through uncertain times.
After 40 years in business, Toronto-based real estate marketing firm L.A. Inc. announced on Thursday that the company has closed its doors.
"The end of an era. L.A. Inc’s journey has come to an end. It has been 35 plus years of amazing story telling. We’ve witnessed profound changes in the real estate sector, both up and down," said the company in a LinkedIn post. "Unfortunately the headwinds we have experienced over the last several years have been too great to continue."
The award-winning Toronto-based agency was founded in 1985 by Lawrence Ayliffe, who has over six decades of experience working in advertising and is "a true icon and gentlemen," said President & COO David Klugsberg in a separate LinkedIn post.
"After 25 years with L.A. Inc. I am heartbroken to say that the company has closed its doors," Klugsberg also said. "During this time, I have been extremely fortunate to have worked alongside some of the most creative and passionate people I have ever met. This includes current and past staff of LA — thank you all for being part of the LA family, numerous clients, vendors, and consultants. I am proud to say that many of these people have not just been colleagues but friends as well."
A top marketing agency in the city, L.A has partnered with iconic brands like Leon’s Furniture and Ray-Ban over the years, but is most well-known for their influence in the real estate and development spheres.
The majority of L.A.'s clientele consisted of developers, including big names like National Homes, Fengate Asset Management, QuadReal Property Group, and Mattamy Homes, to name a few, plus other notable clients like B+H Architects and data and analytics firm Urbanation.
In the development world, building the condo tower, townhome, or rental building is half the journey and the other half — landing projects on the radars of prospective buyers, amplifying selling points, and ultimately helping fill units — all hinges on the brand management and ad campaigns of experienced marketing firms like L.A.
Over their nearly-four-decade run, L.A. was behind the success of numerous major development projects including Great Gulf's One Bloor, M City, and 357 King West, alongside a number of smaller developments like Westbend Residences and Seventy 5 Portland.
Master storytellers, L.A. has spent decades spinning architectural renderings and floor plans into polished visions buyers can hitch their hopes to. With One Bloor, for example, the firm's promotional work included crafting the main brochure, broker package, logo, direct mail, site signage, presentation centre, and website, as well as a full advertising campaign.
"Great Gulf came to us looking for an inspired campaign that would reflect the premium location, striking architecture and sensuous nature of this world-class project," said L.A. Inc. on its website. "'This is your fantasy' became the calling card for the campaign, reinforcing the idea that everything at One Bloor, from the architecture to the amenities, is your fantasy come true."
Looking ahead, COO Klugsberg says he "will continue to be involved with some current projects," but also plans to "take some time for myself and family" and to "re-energize and re-evaluate."
Canada’s real estate market is navigating one of its most uncertain chapters in years. Interest rates are softening, but affordability remains out of reach for many. Inflation is still a concern, consumer confidence is fragile, and global tensions continue to shape economic uncertainty. In this kind of environment, real estate decisions are no longer just transactional – they’re deeply personal and increasingly high-stakes.
Today’s buyers and sellers are navigating more than just listings and mortgage rates. They’re weighing questions about job stability, long-term affordability, family priorities, and whether now is the right time to make a move. From coast to coast, we’re seeing the ripple effects of that caution: sales are slowing, inventory is rising, and confidence is uneven.
Across the Greater Toronto Area in April this year, residential transactions were down 23% compared to 2024, with the average home price holding steady at just under $1.1M. Vancouver saw a 13% year-over-year drop in sales volume, despite a 38% increase in inventory. These numbers reflect a broader trend not of collapse but of recalibration.
It’s during these periods of greater uncertainty that the role of a real estate agent evolves from a deal-maker to a true fiduciary. Clients don’t just need someone to unlock doors; they need someone who can help them see around the corner. At Sutton, we’re bringing this transformation to the profession.
Real Estate Professionals as Strategic Partners
For clients facing high-stakes decisions, a trusted agent can become a steadying force by offering clear, confident advice tailored to each person’s life goals.
“In today’s market, people are overwhelmed. There’s too much noise – headlines, interest rates, financial pressure,” says Kirk Fournier, a top-producing real estate professional with Sutton Quantum in Oakville, Ontario. “I’ve had clients walk in thinking they should wait five years, and others thinking they need to sell tomorrow. My job is to quiet the panic and help them make informed, realistic choices based on their individual situation.”
This means real estate professionals need more than sales skills – they need financial literacy, local market insight, and the ability to have honest conversations about risk. When clients ask, “Should I wait?” or “Can I afford this?” they aren’t just looking for reassurance, they’re looking for real answers.
“It’s not a standard part of the education and licensing process to learn and implement statistical analysis, but the need is there and real estate professionals need to step up,” says Kirk.
“For years we’ve been tracking median average prices so that our clients know the latest trend and can make an informed decision on when is the right time for them to buy, sell, or even rent. You can’t just google this kind of stuff, and that’s what makes Sutton real estate professionals valuable, bringing information to their clients they can’t get anywhere else,” Kirk explains.
Understanding the Bigger Picture
What’s shifting in this market isn’t just price or volume, but expectations. Clients today are looking for advisors who understand how real estate fits into their broader life story: marriage, retirement, inheritance, relocation, and financial planning.
“Sometimes the right move is waiting,” says Basil Nichols, a real estate professional with Sutton Landmark Realty in East Central, Alberta, who helped over 50 clients buy or sell their homes in the last year. “I’ve told clients not to buy right now, not because the market’s bad, but because it’s not the right time for them. That kind of trust is what brings them back when the time is right.”
This patient, strategic approach is helping real estate professionals build lasting relationships. In many cases, the advice given today, even when it delays a transaction, is what secures a client for life.
Turning Complexity Into Clarity
While affordability challenges persist, opportunities still exist, especially for well-informed buyers and investors who are looking at the long-term horizon. Many of today’s most successful real estate professionals are those who can translate macroeconomic trends into practical, local insights.
That includes understanding shifts in municipal policy, such as new housing initiatives, zoning changes, and regional development plans. It also means staying on top of financing tools and alternative ownership models that could benefit clients in non-traditional situations.
“I spend as much time educating as I do negotiating,” adds Basil. “It’s part of my responsibility as a professional to help clients understand what’s changing and how to navigate it with confidence.”
Trust Is the Differentiator
While technology and data have transformed the real estate process, the human element remains at the heart of every transaction. In markets like today’s, where uncertainty is high and timelines are longer, trust becomes the most valuable asset an agent can offer.
For brokerages, this means empowering real estate professionals with the tools, insights, and ongoing education they need to serve as true advisors. For clients, it means having a professional in their corner who can help them block out the noise and make decisions that are grounded in long-term value.
“I want my clients to feel like they’re making the best move, not the fastest one,” says Basil. “That’s how I measure success.”
A New Standard of Professionalism
As Canada’s real estate market continues to evolve, so too does the standard for what it means to be a real estate professional. This is a moment that rewards care over speed and strategy over reaction.
At Sutton, we believe this is a positive shift – one that reflects our industry’s highest purpose: to help people move through life with confidence and clarity. And in times like these, that mission has never been more important.
This article is authored by Gonzalo Alatorre, Chief Marketing Officer at Sutton Group. Sutton is redefining what it means to own and purposefully manage the most important asset for most Canadians: their homes.