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Meet Ottawa's 2021 Forty Under 40 recipients: Real estate and construction

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Ahead of this year’s Forty Under 40 celebrations, OBJ is sharing stories from this year’s recipients of achievements, obstacles and inspiration – as well as the lessons they’ve learned along the way.

In this group of Forty Under 40 profiles, we meet this year’s recipients from the real estate and construction sectors:

Jonathan Atwill Morin

Jonathan Atwill-Morin, president, Atwill-Morin Ontario

Business: Historical building restoration

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Born: Montreal

Biggest business achievement: Winning the contract for the north walls on the Centre Block rehabilitation project.

Biggest obstacle overcome: As a startup in 2003, cash management was a great obstacle. We were not capable of expanding at the pace that we wanted because of funding.

Biggest influences: As a third-generation heritage specialist, my father was by far the greatest influence in my life. Our Sunday morning talks still mean the world to me.

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Biggest lesson learned during COVID-19: Take the time to stay close to all the people around you. Give a nice friendly call to a client or a partner, and make sure your employees are well.

Charitable involvement: United Way

First job: Heritage mason

Advice I’d give the younger me: Keep working! Work hard, but also smart.

Favourite pastime: Flying

Kevin Brennan

Kevin Brennan, general manager, Cavanagh Concrete Ltd.

Business: Concrete forming and material supply

Born: Ottawa

Biggest business achievement: Exceeded all financial targets on the MHLH Helicopter Facilities, Lansdowne Live and OLRT tunnel projects while being named the Top Value Added Salesman of the Year across Lafarge Eastern Canada in 2014.

Biggest influences: My family has continuously inspired me to challenge myself on both a business and personal level. I have also been very fortunate to be guided by strong mentors throughout my business career that have provided me opportunities to succeed.

Biggest lesson learned during COVID-19: Empathy and consistency. Understand how people react differently to fear and ensure everyone is provided sufficient resources and support to cope with it.

Charitable involvement: Royal Ottawa Foundation for Mental Health

First job: Ottawa Citizen paperboy

Advice I’d give the younger me: The results of stepping out of your comfort zone are worth it.

Favourite pastime: Golf

Sean Cochrane

Sean Cochrane, president, TCC Canada

Business: Serviced offices, coworking and business support

Born: Edmonton

Biggest business achievement: Grew an embattled coworking firm to a $10 million a year enterprise that’s been growing at more than 100 per cent a year for the past five years.

Biggest obstacle overcome: Bootstrapped the company while we recovered from the fallout of the 2008 real estate crash. Then pushing to grow the company tenfold over the past six years.

Biggest influences: My father. He’s one of the most genuine, hard-working people on the planet. Everything he does is to help others and I hope to be half the man he is.

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Biggest lesson learned during COVID-19: Look after one another! We’re all in this together and are all so much stronger together!

Charitable involvement: Ottawa Network for Education

First job: Paper delivery boy, then worked at an auto parts factory

Advice I’d give the younger me: Never give up.

Favourite pastime: All things music!

Ken Jennings

Ken Jennings, owner, Jennings Real Estate Corp.

Business: Commercial real estate company

Born: Ottawa

Biggest business achievement: Founded a commercial real estate business that now manages a diverse portfolio of properties and employs nine people.

Biggest influences: My father for instilling the values of hard work, integrity and consistency, and my mother for encouraging me to do what I enjoy and to live a balanced life.

Biggest lesson learned during COVID-19: Relationships and trust matter more than any contract.

Charitable involvement: Ottawa Heart Institute Foundation

First job: Labourer on a landscaping crew

Favourite pastime: Hockey and skiing

Sarah Howard

Sarah Lynne Howard, manager, WSP Canada Inc.

Business: Innovative, high-quality buildings

Born: Toronto

Biggest business achievement: Mobilizing and leading a team of structural engineers and technologists from offices across Canada to deliver building structures associated with a nearly $2 billion project to construct and revitalize heating and cooling plants and distribution systems in the National Capital Region.

Biggest obstacle overcome: Equal opportunity in the construction industry does not necessarily equate to an equitable experience. I challenge this social stereotype by ensuring the validation of efforts by others, lifting up the women I work with by highlighting their achievements and creating a culture of respect.

Biggest influences: My father never questioned my abilities to succeed at anything I put my mind to. Learning and creating motivates him; he’s passed that on to me.

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Biggest lesson learned during COVID-19: Slow down and create space for yourself to live, apart from your identity of who you are in your business.

Charitable involvement: Canadian Ski Instructors Alliance

First job: Junior ski instructor

Advice I’d give the younger me: Life is a marathon, not a sprint.

Favourite pastime: Being outside

Jordan Latimer

Jordan Latimer, operations manager, PCL Construction

Business: General contractor

Born: Ottawa

Biggest business achievement: Successfully taking on progressively larger roles within the organization. Currently overseeing the management of six individual construction projects, representing total contract values of more than $550 million and generating more than $425 million in billings over the last year and a half.

Biggest obstacle overcome: Navigating a new position while concurrently leading PCL Ottawa’s COVID-19 response.

Biggest influences: My co-workers at PCL have taught me everything I know about the industry and how to navigate the various aspects of it while still having fun shaping the city’s landscape.

Biggest lesson learned during COVID-19: It’s important to be flexible when looking at ways to maintain operational excellence, personal interactions and communication.

Charitable involvement: The Royal Ottawa Foundation

First job: Paperboy for the Ottawa Citizen and lawnmower extraordinaire.

Advice I’d give the younger me: Work hard, learn as much as you can from those around you, and know that consistency and patience will pay off in the end.

Sandro Ricci

Sandro Ricci, president, ASL Construction

Business: Civil construction

Born: Regina

Biggest business achievement: Grew revenue organically by several multiples in a short period by expanding services offered and clients served, all while maintaining culture and profitability.

Biggest obstacle overcome: Guiding the transition from a small business founded in 1975 to a SME during our period of rapid growth while navigating succession planning and employee retention.

Biggest influences: Our staff inspire me to create the best possible work environment providing opportunities for them to succeed. Also, my wife and the recent birth of our first child are a constant motivation for me to strive for more.

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Biggest lesson learned during COVID-19: Our philosophy of being direct and truthful with each other works. Have the hard conversations

Charitable involvement: YPO, Rideau Club, NCHCA and ASL community initiatives

First job: I started delivering newspapers before school at the age of 12 and haven’t stopped working since.

Advice I’d give the younger me: When starting your career, chase work experience, not paycheques. Focus on learning as much as you can about as much as you can.

Favourite pastime: Soccer, reading and self-supported bike trips

Connor Shea

Connor Shea, vice-president of asset and property management, Colonnade BridgePort

Business: Real estate investment and development

Biggest business achievement: Hiring a great team and watching them flourish.

Biggest obstacle overcome: Learning my blindspots and finding ways to overcome them (thank you mentors!).

Biggest influences: My wife and my kids inspire me every day to work to make the world a better place for them.

Biggest lesson learned during COVID-19: To be flexible and to prioritize what matters most in life.

Charitable involvement: PLEO

First job: Paper route

Advice I’d give the younger me: Find ways to give back and ask as many questions as you can.

Favourite pastime: Any time with my wife, three kids and extended family together.

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Developer Sam Mizrahi files lawsuit against Edward Rogers and his real estate fund, alleges $30-million loss – The Globe and Mail

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A condominium at 128 HazeltonAve. in Toronto’s Yorkville neighbourhood. The property was developed by Sam Mizrahi.Fred Lum/The Globe and Mail

Real estate developer Sam Mizrahi has filed a lawsuit against Edward Rogers and Constantine Enterprises Inc., the real estate fund Mr. Rogers owns, escalating a battle between the businessmen amid an alleged $30-million loss on their flagship condo project.

In a lawsuit filed this month in Ontario Superior Court, Mr. Mizrahi alleges Mr. Rogers and his business partner Robert Hiscox, who co-own Constantine, blocked multiple attempts made by Mr. Mizrahi to salvage more value from the two real estate ventures they were jointly developing. After Mr. Mizrahi’s efforts were denied, Constantine requested court-appointed receivers for both projects.

Mr. Mizrahi is suing Mr. Rogers, Mr. Hiscox and Constantine for breach of contract, negligence, and breach of fiduciary duty, among other allegations, and is seeking $100-million in damages.

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Mr. Mizrahi alleges his 20-unit luxury condo project developed with Constantine, known as 128 Hazelton in Toronto’s Yorkville neighbourhood, has incurred losses totalling more than $30-million, and that Constantine wants him to share 50 per cent of this loss. Because Mr. Mizrahi has refused, he alleges Constantine blocked his attempts to sell undeveloped land at their other project, known as 180 Steeles or 180 SAW, and also blocked other financing initiatives he put together.

“The defendants refused to realize the profit to be garnered on the 180 SAW project based upon offers Sam solicited, because Sam asserted his legal rights and could not be coerced to agree to indemnify Constantine 50 per cent of its losses on the 128 Hazelton project as a condition of accepting the offers on the 180 SAW project,” the lawsuit alleges.

In an e-mail to The Globe and Mail, Constantine’s Mr. Hiscox disputed Mr. Mizrahi’s narrative, claiming that “in December 2021, Sam, through one of his entities, had agreed, as a 50-per-cent partner in Hazelton, to share equally in the losses of that project. This was documented in the ‘contribution agreement.’”

Mr. Hiscox also wrote: “We are about to enter the 10th year of what Mizrahi represented would be a three-year project,” adding that the project has exceeded Mr. Mizrahi’s original budget by more than $50-million, or almost double the original estimate.

Mr. Mizrahi filed his lawsuit after two major developments. In January, the senior lender to 128 Hazelton, Duca Financial Services Credit Union Ltd., alleged default and requested a receiver for the project.

A month later, Constantine bought out Duca’s debt, then filed its own request for court-appointed receivers for both 128 Hazelton and 180 Steeles, with the hope that a third party would complete sales for each. In an interview with The Globe at the time, Mr. Mizrahi referred to the action as “predatorial” behaviour.

As of January, Constantine and Mr. Mizrahi owned eight units in 128 Hazelton, and in its receivership application Constantine alleged Mr. Mizrahi’s company “failed or neglected to provide its share of the required additional funds necessary to complete and sell the remaining Hazelton project units.”

As for the 180 Steeles project, Constantine alleged it was owed $29-million by Mr. Mizrahi, but had lost confidence in his ability to repay the debt. Constantine was also concerned that Mr. Mizrahi’s company “will continue to fail or neglect to make its required capital contributions to the partnership.” 180 Steeles is located on Toronto’s northern border but is in the preconstruction phase and was put up for sale a year ago.

As the legal battle escalates, both sides have alleged the other has acted in bad faith. In February, for instance, Mr. Mizrahi told The Globe he tried to arrange financing from Third Eye Capital, or TEC, a private lender, to buy out Duca’s loan and sought Constantine’s approval, but later learned Constantine had struck a private deal to do the same itself. “They didn’t tell me, they weren’t transparent,” he said.

In his e-mail Wednesday, Mr. Hiscox wrote, “There were a number of issues with that financing proposal, not the least of which was the cost of the TEC debt being much higher than the existing Duca debt.”

Mr. Mizrahi also brought in Hyundai Asset Management, a South Korean entity, as a potential buyer for the 180 Steeles project, but Constantine would not agree to the transaction, he alleged in his lawsuit.

Mr. Hiscox wrote in his e-mail that the potential buyer “walked from the deal because of the current status of the zoning approval.”

While Mr. Mizrahi battles Constantine in court, another of his Yorkville condo projects, known as The One, is operating under a receiver. The 85-storey project was put into receivership last fall because it owed $1.6-billion to its lenders, is years behind schedule and faces multiple lawsuits. Mr. Mizrahi was recently replaced by Skygrid Construction Inc. as the project manager.

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Final Offer Launches in Canada Bringing Transparency to the Canadian Real Estate Market – Canada NewsWire

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TORONTO, April 25, 2024 /CNW/ – Final Offer, a new online platform for real estate brokerages, agents, home sellers and buyers to leverage the negotiation and offer process, has officially launched in Canada. In partnership with Royal LePage Signature Realty, Royal LePage Your Community Realty and Royal LePage Connect Realty, Final Offer empowers licensed real estate agents to provide a more transparent offer and negotiation experience for the consumer.

For decades, Canadians looking to buy or sell a home have looked for greater transparency during the process.  With the implementation of the Trust in Real Estate Services Act, 2002 (TRESA), Final Offer aligns itself well to disclose to the public exactly what sellers want for their home, including the price and terms. Potential buyers and their real estate agents receive real-time notifications of any action on the property, including when offers are made. Every buyer gets a fair shot at purchasing the property for its true market valueSellers are confident they got the best outcome and achieved their goal.

“The way homes have been bought and sold hasn’t evolved in 100 years, until now,” says Nathan Dart, Senior Vice President of Final Offer. “We set out to enhance the way agents, sellers and buyers collaborate in the offer process by ensuring transparency and visibility. This is particularly important during a time of high housing costs in Canada. We’re thrilled to partner with such well respected market leaders in the GTA that are elevating the home buying and selling experience for all parties.”

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Final Offer has attracted the attention of top real estate leaders in Canada looking to maximize the value of their sellers’ homes, while also giving their buyers transparency into what it will take to make an offer that will be accepted. Agents submit offers for their buyers on finaloffer.com and an interested buyer can have their real estate agent submit their “final offer” at any time and immediately put the home under contract.

“As an owner and operator of a real estate brokerage, I’ve seen the disappointment of our agents’ clients who lost out on their dream home for only a few thousand dollars or sellers who question if they got as much for their home as they possibly could,” says Chris Slightham, Owner and President of Royal LePage Signature Realty. “The ability to see offers in real time and to set and make a ‘final offer’ creates greater transparency and puts all parties in control. After introducing this platform to our realtors, they are seeing the confidence it gives their clients when making purchasing decisions. I believe Final Offer is going to change how real estate is transacted in Canada and beyond.”

Licensed real estate agents, sellers and buyers can all sign up for an account on finaloffer.com. There is no cost for sellers, buyers, and real estate agents making offers for their clients. Agents representing sellers can subscribe for a monthly fee.

“Realtors play a monumental role when advising clients throughout the home sale and purchasing process,” says Vivian Risi, President and Broker of Record of Royal LePage Your Community Realty. “The expectations clients have of their agent have never been higher. Partnering with Final Offer empowers our agents with the latest technology and data to set a strategy with clients to achieve the outcome they desire.”

Final Offer is currently available in Ontario, with further regions to come. Final Offer’s mission is to bring transparency, fairness and efficiency to the Canadian real estate market by empowering all parties involved to make informed decisions during the complex real estate transaction process.

“Canadians are looking for transparency in their real estate negotiations and Final Offer delivers,” says Michelle Risi, Broker of Record of Royal LePage Connect Realty. “There is no better tool available that our agents can use to deliver clear information and real time offer alerts that buyers and sellers demand.”

About Final Offer:
Final Offer is the sole consumer-centric platform, driven by agents, dedicated to managing and negotiating offers for residential real estate. The platform champions transparency throughout the buying and selling process and includes real-time offer alerts, promoting fairness and equity for all parties involved. For more information, visit finaloffer.com.

SOURCE Final Offer

For further information: Media Contact: Samantha Jen, [email protected]

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Luxury Real Estate Prices Hit a Record High in the First Quarter

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Luxury home prices have been rising at a steady pace, and so far this year, values have hit a fresh record high. According to a new Q1 report by the real estate site Redfin, the cost of luxury residential properties—those estimated to be in the top 5 percent of their respective metro area—rose by 9 percent compared to last year and increased twice as fast as non-luxury homes. At the same time, high-end abodes sold for a median price of $1.22 million in the first quarter, a new benchmark from the $1.17 million set in the fourth quarter of 2023.

“People with the means to buy high-end homes are jumping in now because they feel confident prices will continue to rise,” explained David Palmer, a Redfin Premier agent in the Seattle metro area, where the median sale price for luxury homes is a whopping $2.7 million. “They’re ready to buy with more optimism and less apprehension. It’s a similar sentiment on the selling side: prices continue to increase for high-end homes, so homeowners feel it’s a good time to cash in on their equity.”

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To that point, the number of sales of luxury homes saw a 2.1 percent uptick from the year prior. In January, luxury sales began seeing consistent, year-over-year increases for the first time since August 2021. Another notable trend is that buyers are shelling out all-cash offers. Per the report, 46.8 percent of high-end residences purchased between January and March 2024 were paid for in cash, a staggering 44.1 percent gain from last year and the highest percentage in a decade.

luxury real estate prices 2024luxury real estate prices 2024
Luxury home prices in Providence, Rhode Island increased 16.2 percent in the first quarter of 2024.

Redfin found that Providence, Rhode Island, had the biggest jump in luxury prices in Q1, with values rising to $1.4 million, a steep 16.2 percent gain. Next was New Brunswick, New Jersey, where the median sale price bounced up 15 percent to $1.9 million. On the flip side, there were eight metros where luxury home prices dipped. Leading that pack was New York City, where prices dropped 9.9 percent to $3.25 million, followed by Austin, Texas, with a 6.9 percent decline.

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