Transit-oriented development (TOD) is a planning strategy that concentrates residential, commercial, and recreational buildings near public transit hubs to encourage sustainable, walkable communities.
Why Transit-Oriented Development Matters in Real Estate
In Canadian real estate, TOD is a growing trend in urban planning that boosts accessibility, reduces car dependency, and increases land value.
Net operating income (NOI) is the total income generated by a property after operating expenses are deducted but before taxes and financing costs.. more
The proposed development at 248 and 260 High Park Avenue/Medallion Capital Group, Turner Fleischer Architects
More than a year after being placed under receivership, 248 and 260 High Park Avenue has found a buyer. The site of the High Park Alhambra Church has been under construction since November 2019, with TRAC Developments and Medallion Capital Group planning a four-storey, 70-unit condo through adaptive reuse.
But those plans, bogged down by budget overruns, have yet to come to fruition, and now the property’s fate is up to the new owner.
Although filings from the Ontario Superior Court of Justice only reveal the buyers as a numbered company known as 1001136742 Ontario Inc., they do indicate that the entity wasn’t intending to assume any of the existing Agreements of Purchase and Sale. Presale purchasers were informed over email on June 13 that their agreements could be terminated, and that they could seek deposit protection through Tarion. They were also provided with an Approval and Vesting Order Motion update letter on July 16.
According to a July 8 report from the receiver, Ernst & Young Inc., six unit purchasers expressed a desire to retain their agreements. Meanwhile, 18 purchasers were either not opposed or undecided, while the remainder had not replied by the time of the report. As such, a July 11 order approving the sale of the High Park property and authorizing 1001136742 Ontario Inc. to “terminate and disclaim” existing sales agreements, specifies that those six agreements, as well as the agreements of the purchasers who had not yet responded, not be “immediately disclaimed.”
Earlier reports from the receiver said that 64 of the 70 units within the condo planned for 248 and 260 High Park Avenue had been pre-sold.
The proposed development at 248 and 260 High Park Avenue/Medallion Capital Group, Turner Fleischer Architects
Receivership Granted Amid $42M Debt
A receivership order over 248 and 260 High Park Avenue was granted on May 27, 2024, amid allegations that over $42 million was owed to Meridian Credit Union by 260 High Park Limited Partnership, TRAC Developments Inc., and 2486357 Ontario Inc. as of April 9, 2024.
260 High Park Limited Partnership is described in court documents as a single-use real estate development company formed specifically for the High Park Alhambra Church project. Meanwhile, 2486357 Ontario Inc. appears to be the owner of 248 High Park Avenue specifically, and the address on file for that numbered company matches that of Medallion Capital Group. TRAC Developments is referred to in the court documents as the “general partner” of the developer and the owner of the 260 High Park Avenue address.
Meridian’s sworn affidavit, dated May 22, 2024, explains that they entered into a demand credit agreement accepted by 260 High Park Limited Partnership on July 12, 2022. That agreement was later amended on September 25, 2023, with repayment expected less than a week later, on September 30, 2023. Pursuant to the amended credit agreement, the debtors owe just over $42,252,410 to Meridian.
In addition, construction liens clocking in at over $14 million were registered against the mortgaged lands as of March 6, 2020, according to title searches referenced in the court filings, and the debtor’s failure to clear those liens was considered “a breach of the terms of the credit agreement.”
The affidavit from Meridian says that they had “lost confidence” in the debtor’s “ability to manage and complete” the project due to the extent of “significant construction liens,” and in part, due to project overruns.
While a singular update provided on the condo project’s website in June 2021 indicated that site shoring and excavation on the site were complete, formwork and concrete on parking level 1 was underway, and a tower crane had been installed, court filings reveal that work had come to a halt by late 2023. The filings further say that the trade contractors abandoned the project “due to liquidity challenges and other delays.”
A September 30, 2023, report prepared by Finnegan Marshall explains that there was an increase in the overall project budget to over $95.4 million — and that amount does not include a mezzanine loan interest reserve of around $5 million — marking an overrun of approximately $4.8 million. This was on top of the “unfunded cost overrun” cited in a previous report, which came in at around $3.7 million.
260 High Park Avenue as of July 2023/Google Maps
Sales Process Earned Seven Offers
On October 1, 2024, the Ontario courts granted approval for CBRE Land Services Group to begin the marketing and sale process for the property at 248 and 260 High Park Avenue. CBRE was selected out of three other brokerages.
CBRE’s sales process consisted of a marketing phase followed by a two-round offer submission phase, and the brokerage’s efforts ultimately resulted in 45 non-disclosure agreements being executed and 10 entities touring the project, according to a report from the receiver from later in October. It also says that seven offers were received “that complied with the requirements of the sales process” by the bid deadline on December 3, 2024.
By the second round of bidding, there were only two offers remaining that were being seriously considered, including the purchaser's. “The Purchaser made two different structured offers, one which was all-cash, and the other of which was for a higher amount but that was contingent upon receiving financing from [Meridian Credit Union] at a below market interest rate,” says Ernst & Young’s report.
“The unsuccessful bidder offered to purchase the project at a lower transaction value than the purchaser’s initial all-cash offer and this offer also required financing from MCU at a below market interest rate,” it adds. “The unsuccessful bidder had advised the Receiver that it would also deliver an offer that was conditional on obtaining third party financing other than from MCU, but ultimately did not submit such an offer.”
The Agreement of Purchase and Sale with a finalized purchase price was established on May 1, 2025. It’s unclear from the court documents what the ultimate selling price of the property was.
A massive lakefront development site owned by RAM Developments recently hit the market for $10,995,000, over a year after gaining approvals for a sprawling resort-like redevelopment on Gravenhurst's Sparrow Lake. The development would have transformed the shoreline with 60 three-storey luxury townhome cottages and 20,000 sq. ft of top-of-the-line amenities.
Located at 1711 Delmonte Road on the northeast shore of Muskoka's most southern lake, the property is a 90-minute drive from the city and connected to the Trent-Severn Waterway. Spanning nearly 54 acres and touting around 1,700 feet of west-facing shoreline, it's one of the largest properties for sale on the lake.
The site has been listed by Cayman Marshall International Realty Inc., who also brokered the sale of the property in July 2023 for $9,999,000. In October of that year, RAM Developments submitted a Zoning Bylaw Amendment application to the Town of Gravenhurst that included now-approved plans to redevelop the expansive site. Those plans were approved in January 2024 and RAM got to work on bringing their vision to life.
As of now, progress consists of newly drilled wells, a completed Draft Site Plan, and a number of required pre-development studies that have been finalized, including Environmental, Archaeological, and Hydrogeological studies, according to the listing.
When STOREYS spoke to Principal of RAM Development Group Russell Jacobson last August, Jacobson said that vision for the project was to offer an alternative and more appealing route to cottage ownership. At Luna Bay — the name given to the to-be-developed community — on-site management would tend to owners' units and manage rental bookings in order to cover mortgage costs.
The model was based off of a style of ownership popular in the Caribbean, where the Toronto-based company has developed housing and recreational properties, as well as in the GTA and Florida. If successful, Luna Bay would have been the company's first venture in Ontario's cottage country and one of the largest waterfront developments in the region.
Realtor.ca
Planned for the site were the 60 luxury townhome units, alongside 60 accompanying boast slips, but also a comprehensive resort-like community with "buckets full" of amenities, as Jacobson had described it. According to the listing, amenities in the current Draft Site Plan include a sports courts, pool pavilion and clubhouse, beach area, and forested paths. STOREYS contacted RAM for comment on the property being listed, but the company stated they are not open to providing comment on Luna Bay at this time.
Currently, the site is occupied by several buildings left over from a well-known resort that had occupied the land for over 100 years: Delmonte In the Pines Resort. According to Sparrow Lake Historical Society, the resort was built in 1906 by David Sanderson and served as a lakeside hotel and locale for dances and live music. The property then changed hands to Mary and Terry Skalosky in 1957 and remained a family-run business.
RAM's resort-style development vision, if carried out by a new owner, would continue the site's long history as a cottage country recreational destination, while adding an ownership/rental property element and upping the luxury factor. With approvals in place and preliminary construction and site planning under way, the listing represents an intriguing development opportunity for investors looking to carve out their slice of the Lakelands.
"This property combines natural beauty, accessibility, and strong development potential," reads the listing. "Bring your vision to life on this one-of-a-kind waterfront canvas."
British statesman Winston Churchill once said, “We contend that for a nation to try to tax itself into prosperity is like a man standing in a bucket and trying to lift himself up by the handle.”
In many ways, that characterizes what we are doing with development charges (DCs) on new housing. Municipalities are unilaterally imposing the levies on new development to foot the bill for capital costs of infrastructure like roads, water, sewage and power services to support growth.
In the end, it is self-defeating as new homeowners end up paying exorbitant fees that raise the cost of housing.
Over the years, there’s been tremendous mission creep with these charges. The funds are being used to pay for everything from subways to animal shelters and, in one instance, a cricket pitch.
In some municipal jurisdictions, such as in central Ontario, the GTA and Ottawa, DCs have become a runaway train. In Toronto, DCs on a two-bedroom condo increased to $88,000 from $8,000 over a 10-year period. Hikes like this put housing out of reach of most homebuyers.
And make no mistake. It is homebuyers that are footing the bill. While developers are the ones who initially pay the DCs when they obtain building permits, they are passed on to the buyers of new homes as part of the purchase price.
DCs are traditionally adjusted annually by municipalities to cover inflation and the increasing costs of infrastructure projects. However, these fees account for a large chunk of the tax burden on new housing.
A report for RESCON done by the Canadian Centre for Economic Analysis found that taxes, fees and levies on new housing has jumped to almost 36% in Ontario, up from 31% three years ago.
DCs are a main reason housing has become unaffordable. They are discretionary fees that municipalities can apply to developments to help pay for infrastructure to support new growth. However, there aren’t enough guardrails to stop municipalities from using DCs to fund items not related to housing.
The original idea behind DCs was noble, but they’ve have ballooned out of control. Municipal governments are adding items to the wish list. The levies have become a way of raising money without increasing taxes.
The result?
Prices for new homes and for renters in new properties have risen. It’s a form of hidden taxation.
As mentioned, a big problem has been that builders have had to pay for development charges upfront rather than on closing, which means they must finance the charges while projects are being built. Projects can take years, so it can be a hefty bill. The cost is then added to the price tag.
The math is simple. The higher the development charges are, the harder it is for people to buy housing. This results in fewer projects being started, which restricts housing and pushes up prices.
We’re now seeing that scenario play out in housing starts and sales figures. We are at the point where builders can’t build homes that people can afford to buy.
The provincial government recently introduced legislation called Bill 17, or the Protect Ontario by Building Faster and Smarter Act, 2025, that enables developers and builders to defer the payment of DCs until the property has been transferred to the ultimate buyer. This will save developers money both on payments and financing charges as well as reduce red tape.
It’s certainly a good start, but to really spur the market DCs ultimately need to be reduced. To fix the problem, the Province must get DCs under control and stop the abuse by municipal governments.
A few municipalities have stepped up and done the right thing. DCs in the City of Vaughan, for example, were cut in half because Mayor Steven Del Duca took action as nothing was being sold. The City of Mississauga followed suit, substantially cutting its DCs in January of this year.
Presently, Ontario’s municipalities are sitting on substantial DC reserve funds. Data shared by the provincial government indicates that the municipalities have $10 billion in the bank. Toronto has $2.8 billion of that figure, Durham Region has $1.1 billion and Ottawa has $800 million.
The Ford government has recommended that the money be used quickly to reduce the cost of building homes. Meanwhile, we are waiting to see what the federal government will do on DCs.
Prime Minister Mark Carney says Ottawa will be supporting municipalities that reduce DCs and we are hopeful significant measures will be introduced to support homebuilding in the budget this fall.
To alleviate the housing crunch, we must get DCs under control. The Province got the ball rolling with Bill 17. The Feds must now answer the bell.
This past June, the Ontario government kicked off the second round of its three-year, $1.2-billion Building Faster Fund program, announcing over $67 million in funding for the City of Toronto. This was followed by seven other announcements through July to early August, with Kingston, Haldimand County, Sault Ste. Marie, Thunder Bay, Greater Sudbury, North Bay, and Georgina all receiving funding for their housing starts achievements.
Despite the Province’s recognition, Toronto, Haldimand County, and Georgina all did not meet their full targets last year — and according to Ontario’s newly-updated housing supply tracker, they’re part of the vast majority. Updated on Monday, the tracker shows that 35 out of Ontario’s 50 largest municipalities fell short of their 2024 targets, with some achieving as little as 11%. It’s pretty grim.
Comparatively, 31 out of 50 municipalities missed their targets in 2023, marking a lesser 62% share.
Nonetheless, based on the updated tracker, Belleville, East Gwillimbury, Kawartha Lakes, London, and St. Catharines will still be receiving Building Faster Fund rewards for meeting at least 80% of their 2024 target. The 15 municipalities that exceeded their targets will receive bonus funding. [For an up-to-date list of all the municipalities that have received funding through the first and second rounds of Ontario’s Building Faster Fund, check out our tracker.]
On the whole, 94,753 new homes were created across Ontario in 2024. That total breaks down into 73,462 traditional housing starts, 14,381 additional residential units (ARUs), 2,278 long-term care beds, 2,807 post-secondary student housing beds, and 1,825 congregate retirement home suites. It also marks approximately 76% of the Province’s target of 125,000 new homes for the year.
Province of Ontario/compiled by STOREYS
Municipalities That Exceeded Their 2024 Target:
Chatham-Kent
Greater Sudbury
Kingston
Kitchener
Milton
Niagara Falls
North Bay
Oakville
Pickering
Sarnia
Sault Ste. Marie
Thunder Bay
Waterloo
Welland
Windsor
Municipalities That Met At Least 80% Of Their 2024 Target:
Getting your ears pierced at the mall is something of a tween rite of passage, and it’s an experience uniquely associated with Claire’s — but perhaps not for much longer. According to a series of court filings from earlier this month, Claire’s Stores Canada Corp. has applied for creditor’s protection under the Companies’ Creditors Arrangement Act (CCAA), citing roughly $8 million (CAD) in net losses in the year-to-date period ending on June 30, 2025.
The global accessories brand operates 120 retail store locations across Canada, and has 703 active employees in Canada, including 133 full-time workers and 570 part-time workers. While the stores will stay open during the restructuring, it’s not been uncommon over the past few years for embattled retailers to have their CCAA proceedings culminate in liquidation — Hudson’s Bay Company and Nordstrom to name a few examples.
The Geographic Distribution of Claire’s Stores As Of July 1, 2025
Ontario — 45
Alberta — 21
British Columbia — 19
Quebec — 13
Saskatchewan — 7
Manitoba — 6
New Brunswick — 3
Nova Scotia — 3
Newfoundland & Labrador — 2
Prince Edward Island — 1
*All stores operate out of leased premises.
According to an August 6 press release, Claire's Holdings LLC — the parent company of Claire’s Canadian arm, which operates Claire's and ICING stores across the US — entered into voluntary Chapter 11 proceedings first, while concurrently noting that it intended to begin CCAA proceedings in Canada.
“This decision is difficult, but a necessary one. Increased competition, consumer spending trends and the ongoing shift away from brick-and-mortar retail, in combination with our current debt obligations and macroeconomic factors, necessitate this course of action for Claire's and its stakeholders," said Claire's CEO Chris Cramer in the release. “We remain in active discussions with potential strategic and financial partners and are committed to completing our review of strategic alternatives.”
On the same day, both a pre-filing report from the monitor, KSV Restructuring Inc, and an initial order from the Ontario Superior Court of Justice confirmed the Claire’s Stores Canada Corp.’s CCAA proceedings, and the circumstances surrounding it. In its report, KSV cites the COVID-19 pandemic and changes in consumer behaviour, tariffs, and Claire's “burdensome” lease portfolio as some of the reasons behind the brand's liquidity constraints.
A summary of the cash flow forecast for the initial stay period prepared by KSV Advisory
KSV further describes instances of rent arrears, noting that the Claire's failed to make payments to “some” of its landlords in June 2025, and all of its landlords in July and August 2025 in an effort to preserve liquidity. “As of the date of this report, the Applicant has received 78 default notices and 26 notices of termination, some of which have been cured,” it adds. “Landlords have also taken steps to restrict the Applicant’s access at 16 retail locations.”
Given the extent of its financial difficulties, KSV says Claire’s initiated a marketing process starting this past June, contacting around 150 possible buyers in respect of the sale of assets in North America and abroad. This resulted in “multiple” non-binding letters of intent, however, none were for Claire’s “business or assets on a standalone basis.”
“The Applicant is not profitable on a standalone basis and has incurred net losses for the year-to-date period ending June 30, 2025, of US $5.8 million,” KSV's report goes on to say.
As the CCAA proceedings play out, the Ontario courts have ordered an initial “stay period” until August 15, under which Claire's is protected from legal action while it attempts to restructure.
Dez Capital Corporation has filed a proposal for a new mixed-use condo development set for Mount Pleasant East. The tower would reach 25 storeys and deliver 256 residential units with retail at grade.
Plans filed in late-July support Official Plan and Zoning Bylaw Amendment applications to transform the 17,964-sq.-ft site — currently occupied by three low-rise commercial buildings and a two-storey residential building — into a high-rise development that would bring much-needed housing within close proximity to higher-order transit.
Located at 544-552 Eglinton Avenue East and 12-14 Bruce Park Avenue, the proposed development would sit around 820 feet from Leaside Station on the forthcoming Eglinton Crosstown LRT line and is currently a 10-minute bus ride from Eglinton Station on Line 1.
Given its proximity to existing and planned transit, the area has witnessed rapid growth over the last several years and a number of recent proposed and approved building applications nearby are continuing this trend, with heights reaching 46 storeys. Just down the street from the proposed development, for example, an eight-storey office building at 586 Eglinton has been proposed by Sanderling Developments to be redeveloped into a 46-storey mixed-use building. Further east at 589 Eglinton, a 40-storey mixed-use development from Terracap has been approved to replace a number of low-rise residential and office buildings.
While residents who may one day call the 550 Eglinton tower home will have superb access to higher-order transit, the site is also located within a well-established neighbourhood. "Conveniently located within walking distance of the future Eglinton Crosstown LRT as well as countless shops, restaurants, and nearby primary and secondary schools, Eglinton and Bayview is the perfect modern address," reads Dez Capital's website.
With designs from Studio JCI, the proposed building will reportedly strike balance between the modern and the traditional. "Striking architectural design emphasizes a sleek and simple aesthetic, incorporating traditional features that enhance the building’s character while maintaining a contemporary feel to create a visually appealing and timeless residential space," reads the website.
550 Eglinton/Studio JCI
Plans envision a building with a seven-storey podium and 18-storey tower element with 1,906 sq. ft of commercial space at grade and fronting onto Eglinton. The residential lobby would be accessed along the less-busy Bruce Park Avenue and would lead to a 2,010-sq.-ft indoor amenity space on the ground floor.
Additional amenity space would be found on levels two and eight where the remaining 9,227 sq. ft of amenity space would be divided into contiguous indoor and outdoor spaces on those levels. These space would service the 256 residential units, which are to be divided into six studio units, 156 one-bedrooms, 66 two-bedrooms, and 28 three-bedrooms. Residents would also have access to 58 vehicle parking spaces and 283 bicycle parking spaces across two levels of underground parking.
Given the push for intensified development along the Eglinton Avenue corridor, especially surrounding stations along the Eglinton Crosstown LRT route set to open before the end of the year, Dez Capital's vision for a 25-storey mixed-use development represents a fitting and exciting addition to the slew of proposed, approved, and constructed developments in the Mount Pleasant East neighbourhood.
Larco Investments is pushing forward with plans to intensify the historic Dominion Public Building on Front Street West with two high-rise towers, according to a revised application submitted to the City of Toronto in mid-June. The existing building is iconic in its own right, spans the block between Bay and Yonge streets, and has occupied that prime stretch of the downtown core since around 1935.
According to the resubmission, Larco continues to plan 45- and 49-storey buildings atop the building at 1 Front — the built-form was allowed by the Ontario Land Tribunal in August 2022 — however, now it’s seeking less non-residential gross floor area (GFA) in favour of more residential GFA. More notable still, Larco is seeking a land use amendment to nix the previously proposed hotel component slated for floors 11 to 33 of the 49-storey tower.
View of the proposed towers at 1 Front Street from Berczy Park
“Through market sounding undertaken following the 2022 approval, Larco determined that the hotel program would not be viable. Therefore, this application seeks to reallocate this space for residential units,” says the planning report. “While this change will result in a lower non-residential GFA, this revised plan will still result in a net increase in non-residential GFA compared to the existing building today. The table below compares the proposed GFA by use mix with the GFA approved under SASP 589, ZBL 1251-2022, and the existing building.”
North elevation showing the permitted uses within the approved built form
North elevation of approved built form with the proposed changes
Larco is now proposing around 465,000 sq. ft of residential GFA between the two towers, as well as 592 rental units, including 300 one-bedrooms, 222 two-bedrooms, and 70 three-bedrooms (translating to a 50% share of larger family-sized units). In terms of amenity around 13,863 sq. ft is planned indoors on the sixth floor, which would flow into around 11,668 sq. ft of outdoor amenity atop the Dominion Public Building roof.
In addition, 360,268 sq. ft of office space (to be located within the Dominion Public Building, and on levels six to nine), 137,778 sq. ft of retail space (to be located at grade), and 5383 sq. ft of community space (at the southwest corner of the building) are planned, as well as 81 parking spaces and 812 bicycle parking spaces.
The Long Room in 1931, shortly after construction of the Dominion Public Building from the City of Toronto Archives
Notably, the Long Room — dubbed a “significant historic space within the Dominion Public Building, and one of few interior spaces where the original heritage fabric is intact” — is planned to be retained as part of the redevelopment. Once the development is completed, the public will have access to the space for the first time since the 1980s.
Renderings prepared by architects—Alliance show the majority of the existing frontage intact (57%), with the most notable changes to the base building being 14 lowered windows. Eight of those windows are planned to be converted into retail entrances in an effort to “enliven” the pedestrian walkway.
View from Yonge Street looking southwest with the lowered windows
The proposed lowered windows and new retail entrances
As for the tower elements, set to rise from the seventh level onwards, they’re depicted as sleek, slender, and angular with vertical slats running from top to bottom emphasizing the building heights.
In addition to requiring official plan and zoning bylaw amendments for resubmission, Larco’s proposal will also have to undergo review by the Toronto Preservation Board and approval by City Council with respect to the proposed modifications to the Dominion Public Building, which is designated under Part IV of the Ontario Heritage Act, according to the planning report. “The report to City Council will also require an amendment to the registered Heritage Easement Agreement.”
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: Erica Reddy-Choquette
Areas of Focus: 401 to the water, Beaches to Mimico. Pretty much Toronto proper!
During my undergraduate studies in Radio and Television, I worked on "The Designer Guys," a local Toronto design show. My role involved sourcing properties and matching them with the right people for each season. It was this dynamic of connecting people with properties that made me realize my passion for real estate.
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?
A typical day looks like controlled chaos — juggling being a mom, wife, and businesswoman all at once. From school drop-off to office meetings to showings and everything in between, no two days are alike. The ability to pivot on a dime is a real skill set. I didn't have specific expectations going in, so this dynamic and pace feels completely natural to me.
What's the single best advice you have for sellers?
You have one chance to shine — don't leave a stone unturned. Staging, listing preparations, pricing, touch-ups, repairs, and timing are all cornerstones of a successful sale.
What's the single best advice you have for buyers?
Understand the micro-market you're trying to buy in. There's a lot of noise, and you need to cut through it to truly understand whether you're in a buyer's, balanced, or seller's market. This knowledge will set you up for success when making offers.
What made you choose to work for your current brokerage?
I genuinely don't think there's a better brokerage. Royal LePage Signature is a cut above — it's a second-generation family business that truly understands what's needed to succeed. The managers are top-notch, the culture is exceptional, and the focus on learning and supporting one another makes it a unicorn in this industry.
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?
This is a tough question with so many moving parts, and I don't know that I believe it's who is making the biggest waves but rather what is making the biggest waves in the industry. Artificial intelligence is driving new efficiencies in everything from market analysis to client communication, while the evolving economic and political landscape continues to create shifts in market conditions. These forces aren't just trends — they're actively changing how we serve clients and navigate transactions daily.
What is one professional goal you have for the next year? What's one that you have for the next 10 years?
To continue balancing family time and client time. It's an art form, and my goal is to keep growing and evolving so neither are compromised. In 10 years, I hope to have built a business that my daughter can step into if it aligns with her interests.
Tell us about your favourite (or most memorable) sale, and why it stands out to you.
It's hard to choose just one from so many memorable transactions! It would have to be my first sale in 2008. I was innocent, excited, and ready to put a deal together. Unbeknownst to me, the listing agent was a very well-known local expert. I called him with a bully offer, a short irrevocable, and complete confidence. It was accepted, and only afterward did I realize what a legend I was dealing with and how most agents in my position would have been intimidated. That experience taught me to always approach every situation with collaboration and confidence, regardless of who's on the other side.
What are the three words you hope your clients use to describe you?