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While I’ve never actually worked in the real estate industry, I have spent my entire career helping entrepreneurs of all sizes grow and build their business, so I’m deeply aware of the challenges real estate brokerage owners and agents face, as well as the growth opportunities that exist. 

Joining Coldwell Banker Canada has allowed me to apply my experience optimizing businesses and driving growth to what I believe to be one of the most impactful industries out there, real estate.

Real estate agents, at their core, are entrepreneurs that guide their customers in what’s probably the biggest and most rewarding investment of their lives. It’s a privilege to play a small role in such a significant life milestone for so many.

BAA: Acquiring the master franchise rights for Coldwell Banker in Canada was a significant move. What was the vision behind this acquisition in aligning the brand with the Canadian real estate market? 

Coldwell Banker is the most recognized real estate brand in the US with approximately 90,000 agents, but was certainly quiet in Canada with a much smaller market share when we evaluated the acquisition back in 2021. My business partner and I are of a strong growth mindset and saw a tremendous opportunity to grow the brand in Canada by leveraging the strong brand awareness Coldwell Banker has internationally, coupled with our personal expertise in Canadian markets — and this view remains today.

BAA: What leadership principles do you rely on to inspire your team and drive growth in the competitive real estate market? 

I’ve always tried to lead by example. This means being accessible to our network and building personal relationships across the country, anticipating and responding to customer needs and providing support for their growth. I always try to inspire people to set aggressive business goals and work hard to meet them, but it’s just as important to find balance and have some fun along the way, which I try to instill in my staff.

BAA: Post-acquisition strategy is often crucial for the long-term success of a deal. Can you share some insights into your approach to post-acquisition integration at Coldwell Banker Canada? 

We evaluated the organization based on our deep understanding of Canadian markets. While cost optimization is important, it shouldn’t be at the expense of investing in growth, so we actually added a second corporate office in the Edmonton area in addition to our office in the Greater Toronto Area to better serve our customers. We also looked at the talent we had in the organization and found that some individuals had been underutilized and subsequently provided them with more authority and autonomy. We also identified a void in the brand value proposition and added an integrated technology platform at no additional cost to our franchises. This approach of making calculated investments has paid dividends — we were the only Canadian real estate brand to grow agent count in 2024.

BAA: What has been the most rewarding aspect of being an institutional investor for over two decades, and what key takeaways do you carry forward today? 

As an institutional investor, soft skills like listening and solid communication are just as, or even more, important than hard business skills. As an investor, I once saw a merger deal fall apart because the new owners could not determine who would hold the role of CEO. Another business owner refused a seven figure deal to sell the company and saw his business go under in two years after refusing to listen to the guidance he was given. I became very adept at challenging leaders and pressure testing their assumptions to ensure they had clarity of direction and vision. Yes, it’s important to understand financial ratios, ensure stringent accounting practices and develop a properly structured balance sheet, but very often what determined if a company was successful or not was their willingness to adapt and heed the advice of others.

BAA: And how has two degrees from the U of A contributed to your journey so far?

I graduated from the ºÚÁϲ»´òìÈ in 1992 with a bachelor of arts in economics. It was an extremely challenging job market, and it was difficult to find a job at the time. Yet I was able to land a role at Scotiabank in retail banking, which I attribute to the strong reputation of the U of A. Then, in 1996, I was at a crossroads in my career, and the U of A again provided me with an opportunity to fine-tune my skill set through an MBA. The MBA further accelerated my career, leading to elevated roles — initially in commercial banking. But as important as the degree were the numerous connections I made with other MBA candidates who provided perspective on other industries that became particularly valuable as an institutional investor, where my role required quick learning about the inner workings of various and disparate industries and providing business owners guidance.

BAA:  How has focusing on personal habits helped shape your leadership and decision-making? As a fitness enthusiast, could you share one fitness routine that you’ve consistently followed over the years? 

I try to get a workout every day. I always maintain a combination of weight training and cardio related activities as I think a blend of the two work the best for myself — especially as one ages. The consistency and dedication required to take time for oneself on a daily basis is vital in my mind and a big part of my daily routine.  In addition to the health benefits, it allows me time away from a computer or phone screen to think through and to process ideas. It’s proven that even light physical activity, such as a walk outside, stimulates blood flow and improves cognitive function. If you’re working through a problem or making a big decision, I recommend getting outside or to the gym for a burst of inspiration.