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How the Risi family became the largest Remax conversion in North American history

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2 months ago

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From left, Justin Risi, Don Kottick, president of Remax Canada, Vivian Risi and Michelle Risi attend the announcement event in the Greater Toronto Area on Jan. 15 (supplied)

 

Vivian Risi had seen moments like this before, even if the scale was different. Over a career that began at Canada Trust, well before her years at Royal LePage, she watched real estate organizations navigate consolidation, competition and structural change long before those themes became common talking points.

“I’ve been through these kinds of changes before,” she said. “And I know how disruptive they can be if they’re not handled carefully.”

It was during those early years that Risi first noticed Remax entering the Canadian market and changing the way the industry operated. The expectations placed on agents were different. The support structure was different. The presence was unmistakable.

“At the time, they were changing the industry,” she said. “The way agents were treated was different.”

She remembers watching it from the outside, as someone still early in her career, competing against it and measuring herself against what the brand represented.

“I was intimidated by it,” she said. “I thought the caliber of agents was higher. I didn’t think I was good enough to be there.” She pauses before adding that the feeling stayed with her over the years.

 

Years before the headlines

 

The decision that would eventually become public had been forming for years. Risi, along with two of her children, Michelle and Justin, revisited the same questions repeatedly as the brokerage evolved. The operation was stable by most conventional measures. Leadership was consistent. The culture was established.

“When you’re responsible for a large group of people, you don’t get to stop evaluating,” Risi said. “You’re always looking ahead.”

Over time, they took meetings with multiple organizations, as most large brokerages do, something Risi said Royal LePage leadership was aware of at the time.

“We’ve always been transparent about that,” Risi said. “It’s part of being responsible for your business and your people.”

Comparisons were made. Assumptions were tested. Many conversations ended without action.

“We’re contacted regularly, just like agents are,” she said. “It’s part of the business.”

Throughout most of the process, confidentiality was maintained deliberately around any direction or outcome. Communication plans were developed internally so that agents and staff could be informed directly once a decision was made.

That sequence was disrupted when news of the move began circulating before the brokerage was ready to communicate it on Wednesday. Remax confirmed the decision publicly on Thursday.

“When information comes out too early,” Risi said, “it creates problems you can’t fully control.”

 

The conversations with Remax

 

Decisions of this scale often take years to come together. In this case, discussions with Remax Canada that would have started under Christopher Alexander’s tenure as president continued as Don Kottick stepped into the role in April of 2025 and assumed responsibility for the outcome.

“These were detailed conversations,” Kottick says. “They were about support, leadership and how we operate in Canada.”

For Risi, the conversations were shaped by familiarity as much as substance. She had known Kottick long before he became President of Remax Canada, dating back to his time at Sotheby’s.

“There was already trust,” she said. “That makes a difference when you’re making decisions at this level.”

That familiarity extended beyond Kottick. Mark Lindsey, Executive Director of Franchise Sales for Remax Canada, had also worked with Risi previously during his time at Coldwell Banker. The relationships predated this process, and the conversations reflected that. 

As the meetings continued, the focus stayed on the realities of running a large brokerage.

“We started looking closely at where real estate is heading,” Risi said. “… how Realtors are communicating with clients … what services they’ll need access to.”

 

The weight of the decision

 

Reaching a conclusion did not make execution easier. The brokerage had long-standing relationships, and many agents had built careers within the existing structure. The leadership team understood that any change would be received unevenly.

Plans were made to speak directly with top agents. Internal communication was staged carefully.

Those plans were disrupted after news of the move reached Royal LePage head office and a video message was sent to agents within the Risi brokerages. Many agents learned of the decision this way before the management team had an opportunity to speak with them directly.

Those plans were disrupted when information surfaced earlier than intended, limiting the order and context in which the message could be delivered.

“That made it more difficult,” Risi said. “We weren’t able to communicate in the order we had planned.”

The response was immediate. Agents reached out with questions and concerns about what the change would mean for their businesses and their teams.

 

In the room

 

An in-person meeting followed soon after. More than 350 people attended despite winter weather challenges, with another 475 joining remotely. The discussion focused on continuity and operational impact rather than long-term speculation.

“The message was straightforward,” Risi said. “The corporation remains the same. The leadership remains the same.”

Not all concerns were resolved in a single meeting. Some agents required additional conversations, while others needed time to assess the change on their own terms.

“That’s expected,” she said. “Not everyone processes change the same way.”

 

Remax’s largest conversion in North America 

 

For Remax, the transaction was notable for its scale.

“This is the largest conversion we’ve completed in North America,” Kottick said.

From his perspective, the approach mattered as much as the outcome.

“They were deliberate,” he said. “They asked the right questions and stayed focused on their agents.”

He also pointed to the broader environment in which the decision was made, noting that agents tend to track where resources, infrastructure and momentum are concentrating during uncertain market conditions.

Following the announcement, Remax says it received inquiries from other organizations interested in exploring similar conversations.

 

What carries forward

 

Operational continuity was a priority throughout the transition. Leadership remained in place, staff roles were unchanged, and day-to-day operations continued without interruption.

What they wanted was expanded access to a global network and additional infrastructure.

“We’re already fielding questions about referrals and opportunities,” Vivian said.

 

Looking back

 

Asked whether she would approach the process differently if she could go back in time, Risi says, “I’m comfortable with how it unfolded … and with the decision itself.”

The transaction will likely be remembered for its size, marking the largest conversion in Remax’s North American history. For the Risi group, it represented the conclusion of a long evaluation process.