Suze’s Ethos
Real estate is at a crossroads. Professionalism has declined, and our industry risks being eroded by technology and other disruptive forces. But real estate matters. What REALTORS® do matters. And it’s worth fighting for.
What Went Wrong
I’ve been in real estate since 1985, and I’ve watched a fundamental shift unfold.
Brokerages once played a critical role in developing agents. Commissions were split evenly, and in return, the brokerage provided essential services: marketing, administration, office space, and—most importantly—training. Brokerages were invested in agent success because they shared in the results. If an agent wasn’t producing, they were let go to make room for those who were.
Then, disruption happened.
In the mid-1980s, Re/Max Canada introduced a 95% commission model, where agents paid a monthly desk fee. This was a game-changer. High-performing agents thrived in this new system, but it didn’t work for lower producing agents. Re/Max had a successful strategy for attracting the best. Competing brokerages had to adapt and offer new compensation options, negotiating higher commission splits to retain top producers. Over time, brokerage revenues shrank, and critical services—like training—became afterthoughts.
Many brokerages today focus on licensing as many agents as possible rather than ensuring those agents are skilled and successful. This “bums in seats” approach has led to a decline in professional standards, putting consumer trust at risk and inviting increased government oversight. In British Columbia, we’ve already lost the right to self-govern.
The Training Crisis
Without a financial incentive to train agents, most brokerages offer minimal education—often passive, on-demand modules with low retention rates. In-house coaching varies widely in quality, and in many cases, managers are too stretched with compliance and administration to provide meaningful development.
Organized real estate bodies also struggle. Licensing courses do little to prepare agents for the realities of the business. Real estate boards provide valuable training on contracts and regulations but rarely address the nuanced skills that make great agents—negotiation, strategy, communication, and client psychology. And while CREA does its best to offer quality education, the best they have found is the American NAR® certification courses with an Amercian bias and royalties going back to the US.
Outside organizations have stepped in to fill the gap, but the industry is unregulated, leaving agents to navigate a sea of coaching options with varying credibility. Many trainers lack facilitation expertise, leaving agents with short-term motivation but no real skill development. Others focus heavily on lead generation but neglect the critical skills required to serve clients at the highest level.
The Solution
I’m not here to change the real estate system—disruptors are already trying, with limited success.
My mission is to create a community of exceptionally well-trained REALTORS® who deliver outstanding results for their clients. A collective of professionals committed to excellence, lifelong learning, and raising the bar in our industry.
This community will bring together Canadian REALTORS® from different brokerages, teams, production levels, and perspectives. What unites us is a shared commitment to professionalism, integrity, relationships, and respect.
Through this network, we will learn together, elevate industry standards, earn consumer trust, and build a referral network that benefits us all.
This isn’t about looking back. It’s about moving forward—together.