Catching Up With Colleagues

2025 pushed every corner of the real estate industry to think differently. The pace shifted, the pressure points changed, and companies were forced to take a hard look at how they operate.

Across both BLACKLINE & ADHOC STUDIO, our mindset has stayed the same. Do not wait for the market to pick up. Use the slower cycle to strengthen the foundation, refine the offering, and build tools that make our partners better at what they do every day. Because when momentum returns, the teams that used this time to build will be the ones ready to move first.

Speaking to colleagues over the last 12 months, everyone in the industry has felt this shift differently. Developers, marketers, sales teams, and creative partners are all navigating the same cycle from different seats at the table… so we asked them this question.

As the market searches for its next window of momentum, what are you prioritizing, changing, or doubling down on? What are you doing differently now that you weren’t a year ago?

Developers are grounding their strategies in product, discipline, and long-term value, focusing on what they can control rather than waiting for the market to shift.

Last year we stopped waiting for a return to normal and accepted the current environment as the new baseline. This led us to re-evaluate how we budget and build our sales and marketing strategies. We are no longer just budgeting for a pre-sale launch, we are now planning for the tempo phase and, crucially, a standing inventory strategy for every development we bring to market. As for our rental developments, gone are the days of pre-leasing a significant portion of the inventory prior to occupancy, so understanding how to plan and budget accordingly is as important.

Across both our pre-sale and rental programs, we’ve shifted our focus toward purpose and intent over emotive marketing. On the rental side specifically, we’re moving away from traditional “fluff” in favor of a more matter of fact approach. We are spending significantly more time with our leasing teams to ensure that when we engage with a prospective tenant, the experience is purposeful and provides the clear, high-quality information they actually need to make an informed decision. In a noisy market, transparency is more effective than a pitch.

As an organization, I’m also focused on showcasing the broader Townline ecosystem. We are more than a developer that sells or rents homes. Our sister company, TL Housing Solutions, is doing meaningful work in the non-market housing sector, an area my team is actively committed to supporting. Because we self-perform both construction and development, we bring deep internal expertise that allows us to offer construction management and development management services to third parties as well.

Ultimately, my focus is on driving awareness of how Townline delivers tailored solutions, whether for our own projects or in partnership with other developers, non-profits, or government and based on the specific needs of each opportunity

— Hari Minhas, Vice President Sales & Marketing, Townline

It is difficult to speak about the market as a whole because each segment is moving at a different pace. In Miami, we are seeing continued strength in the ultra-luxury sector, which does not necessarily mirror broader market trends. For our projects, sales have remained steady, and in many cases, we are achieving record breaking results.

Rather than shifting direction, we have stayed disciplined and focused on what has consistently driven our success. We are doubling down on construction quality, timeless design, and the proven track record and reputation of our development team. We are also emphasizing the uniqueness and irreplaceable nature of our locations.

Today’s discerning buyers are looking beyond marketing hype. They understand that when purchasing preconstruction, the true differentiator is the integrity and quality of the product itself. Our track record is our strongest asset. Every building we deliver stands as a testament to the care, precision, and long-term vision that define our approach.

— Christine Martinez de Castro, Chief Sales & Marketing Officer, CMC Group

Right now, as the market moves forward slowly towards its next burst of momentum, I’m obsessing over two things: conversion and control.

Conversion means fewer “busy” touches and more targeted broker relationships that actually produces direct engagement, appointments, and firm deals — stronger broker curation, sharper follow-ups, and event strategy that’s measurable, not social.

Control means tightening the operational backbone. I’m pushing harder on system completion (Blackline), document audits, clean versioning, and building our own internal source of truth instead of relying on anyone else’s organization.

Compared to a year ago, I’m running everything more deliberately: tighter accountability across the team, clearer handovers, and a more disciplined, process-driven approach — because in this market, speed, certainty, and clean execution are what turn interest into revenue.

— Sogol Monfared, Vice President Sales & Marketing, Sevoy Developments

On the sales side, the focus has shifted to precision, accountability, and execution, where strong underwriting & operational control are driving results.

As the market searches for its next window of momentum, the question is no longer when it turns, but how we operate today. Investor behavior has shifted. Buyers are disciplined and selective, and unless there is a true deal with compelling pricing and strong fundamentals, they are simply not in the market for futures. High-rise pre-construction launches in the GTA are essentially nonexistent right now. The activity that is moving continues to be driven by low-rise product and ready-to-move-in inventory, where end-users and investors alike value certainty on price, timeline and rental visibility.

In this environment, product discipline has become paramount. Every project must be stress-tested on pricing, deposit structure, absorption assumptions and incentive models that work in today’s market, not in next year’s optimism. Our approach at Pivot Real Estate Group is to work with developers who embrace realism and adaptability.

Investors have also shifted. The speculative buyer who drove velocity in previous cycles has largely stepped aside, replaced by bulk/ intuitional buyers focused on rental yields, carry costs, exit strategies and long-term value. We continue to hunt for deals for these groups. This recalibration has also accelerated geographic diversification of capital. Canadian investors are increasingly looking beyond traditional local markets for opportunities with stronger yield profiles, tax efficiencies and lifestyle appeal. At Pivot, we have expanded our global development platform with the explicit purpose of providing structured access to markets where fundamentals remain supportive and demand drivers are intact. When one market slows, capital reallocates — it doesn’t disappear. We are actively working in Dubai, Grand Cayman, Mexico, South Florida and others.

Another strategic evolution for us has been expanding our service offering into purpose-built rental lease-ups. With high-rise condo launches paused and rental demand at historic highs, purpose-built rental assets present compelling opportunities. We’ve intentionally built expertise in supporting lease-up strategy, absorption modelling, and marketing execution for these projects.

The next cycle will not look like the last boom. It will be more rational, more yield-sensitive, and more disciplined. At Pivot, we’re not waiting for the next window of momentum — we’re engineering it by strengthening underwriting, expanding geographic reach, refining direct-to-consumer infrastructure, and building long-term trust. Momentum will return. The firms that lead it will be those that used this period to evolve, not those that stood still.

— Elliott Taube, Principal, Pivot Real Estate Group

For marketing and PR teams, the emphasis is on clarity, credibility, and narrative, ensuring projects stand out and connect in a more considered, selective market.

Over the past year, the real shift has been in mindset. Market conditions may have triggered it, but the response demands sharper thinking. When momentum slows, clarity matters more than volume and that means prioritizing precision. In a more measured condo market, buyers are deliberate. They are evaluating value, location, long-term upside and credibility. Projects now require sharper positioning and clearer messaging. Who is this for? Why now? What truly differentiates it?

I’m also doubling down on credibility. In uncertain environments, trust becomes currency. Third-party validation, thoughtful storytelling and leadership visibility aren’t just marketing tactics, they help reinforce stability and long-term vision. Buyers want confidence in the developer as much as they need it in the product.

Another shift is alignment. A year ago, marketing, sales and PR could afford to operate a bit more independently. Today, those functions must move in tighter coordination. When broker outreach, digital campaigns and the public narrative reinforce one another, it strengthens perception and accelerates decision-making.

The focus must now be less on noise and more on intentional influence. Fewer, more decisive moments. The projects that will move first are those already anchored in strong positioning and conviction. In this cycle, discipline isn’t reactive, it’s the advantage.

— Suzanne Perez-Bernal, Founder & Principal, Ander & Co

Firstly I’ve always been an advocate for portfolio diversification as a hedge against downturns. So we are fortunate to be working across sectors that are slightly more insulated than real estate. That being said, the real estate space is a key vertical for us in which we have built an entire practice around Place Branding. This expertise has allowed us to organically grow into adjacent categories like government, travel & tourism, luxury and hospitality. We’ve also looked beyond the borders of Canada to find success. But more than that, I have found that innovation is born in tight markets and downturns. When markets are booming, there is far less openness and time for new ideas and new thinking. Everyone is focused on execution. So I find it inspiring because clients, prospects and partners are more open to new ideas. Ideas bring people together, they create optimism and belief and that’s a powerful combination that can move markets.

Individually, I’m focusing on what I do best — vision, strategy and business development. As a team, we’ve got an amazing senior leadership group that has made space for me to focus on my strengths. And we’re really trying to do the same for all of our people — getting the right people in the right seats. We’re in the early stages of implementing EOS systems across our company which is doubling down on accountability and operational excellence. Lastly, for the first time, marketing has become a priority. My philosophy has always been “Do great work and the business will follow”. But I’ve changed my view on that philosophy because you can only scale to a certain point that way and then you need broader reach. You need to build a great brand.

Lastly, what I would say to all the real estate folks out there, is to stop focusing on what’s wrong with the market, the economy, government, etc. Those conversations continue to persist and continue to create negativity in the market. Focus on what you can control. Stop waiting for the market to come back to what it was. Look at where consumers are going, look at where culture is going, look at big broad meta-trends and they’ll reveal new opportunities. We’re in an era where experience is valued perhaps higher than tangible goods and experience is impacting every facet of real estate — office, retail and residential in profound ways. Don’t try to repeat the past, look to the future, test, learn, innovate.

— Rob Galletta, CEO, Blackjet

At NKPR, we’re doubling down on narrative — because in any market, perception drives momentum.

Real estate remains one of the most meaningful long-term investments people can make, and our focus is ensuring the projects we represent continue to stand out with clarity, confidence, and relevance within the media and overall marketplace.

We’re grateful to be working alongside developers who are truly committed to excellence — teams who are deeply focused on how their projects are built, collaborating with world-class architects and designers, and choosing the most sought-after neighbourhoods. There’s a real sense of pride behind what they’re creating, and that level of intention deserves to be communicated thoughtfully.

From a strategic standpoint, we’re prioritizing on-site activations and innovative social campaigns that keep projects culturally present and top of mind — so that when buyers are ready to make a decision, the development already feels familiar and trusted.

We’re also leaning into strategic partnerships more than ever, aligning our clients’ developments with brands, platforms, and communities that share the same target audience. When partnerships are authentic and values-aligned, they don’t just expand reach — they deepen credibility and accelerate connection.

Above all, authenticity remains essential. A home is deeply personal — it’s where life happens. The most successful projects are the ones that connect emotionally and honestly, and we help shape that pathway from discovery to decision.

— Natasha Koifman, President, NKPR

If there is a common thread in these perspectives, it is discipline. The next chapter of the market will not be defined by speculation or speed, but by clarity, conviction, and execution. From product design to marketing strategy, from operational systems to global capital flows, the leaders shaping the next cycle are the ones using this moment to refine how they work. Momentum will return. The difference is that the companies best positioned to capture it are already preparing for what comes next.