Q&A with the Cynthia Ostos Real Estate Team

The Cynthia Ostos Real Estate Team (supplied)

Each Wednesday, Real Estate Magazine shares insights, experiences and advice from top-performing teams and agents across Canada. If you’d like to nominate yourself, or a colleague or team, send us an email.

From a self-represented home sale to a fast-growing GTA team, broker and team leader, Cynthia Ostos has built her business on discipline, systems and long-term thinking. After leaving a secure federal government role to pursue real estate full time, Ostos focused on listings, operational structure and financial clarity, laying the groundwork for a team designed to scale without sacrificing service.

Today, the Cynthia Ostos Real Estate Team operates across the GTA, combining specialist roles, strong listing marketing and relationship-based growth to support both clients and agents.

Brokerage: eXp Realty
Agents: Six Staff: Two
Markets: GTA (Mississauga, Etobicoke, Milton, Brampton, Halton Hills, Toronto)

2024 production: 43 deals | $37,696,941
2025 production: 66 deals | $56,620,489

REM: How did you first get into real estate?

CO: I never set out to build a large real estate business. At the time, I was working full time as a CBSA officer at Pearson airport and owned a rental property I planned to sell. I decided to get licensed so I could represent myself in the transaction — not necessarily the smartest idea, but it became the catalyst for everything that followed.

I obtained my licence in 2010 and began selling part time with Re/Max while continuing my government role. In my first month, I sold three homes and earned about $25,000. Even while still learning the business, I realized how much I loved the pace, the challenge and the responsibility of guiding people through major financial decisions.

By 2012, I was forced to make a choice after an ultimatum at work. I resigned from my government position to pursue real estate full time. It was a significant risk. I was single, carrying a mortgage and car payments, and didn’t have family support to fall back on. Despite concerns from colleagues and family, I had complete confidence in my work ethic and discipline. That mindset still shapes how I run my business today.

REM: When did you decide to build a team — and why?

CO: The decision came naturally as the business grew. I knew that if I wanted to maintain a high standard of service while scaling, I couldn’t do it alone. Clients needed responsiveness, specialization and consistent systems — not a one-person operation.

At the time, I was working seven days a week, often around the clock. I remember breaking my ankle when it was just me and one administrator. It forced me to stop and reflect. If something happened to me, the business stopped — and clients would be impacted. That moment gave me clarity. I needed a team and systems that could operate at a high level regardless of circumstances. That shift marked the real beginning of the team we have today.

REM: Who does what on the team today?

CO: My focus is vision, strategy and leadership, while also serving as the team’s lead listing agent. I stepped away from buyer-side work in 2017 to concentrate on listings, negotiations and business growth. I work closely with our operations manager to continuously refine systems and processes.

Our operations team oversees systems, compliance, transaction coordination and day-to-day execution. We also have dedicated administrative and marketing support managing branding, communication and follow-up so agents can focus on client service.

Our sales team includes listing agents, buyer agents and hybrid agents. That specialist model ensures clients are supported by professionals who excel in their roles while benefiting from a collaborative team structure.

REM: What were the first hires that changed the business?

CO: The first was an administrator, which freed me to focus on clients and growth. The second was a buyer agent, allowing us to properly service buyer demand while I focused on listings. The third was hiring a coach, which helped me move from working in the business to leading it with structure, systems and accountability.

REM: Best advice for a team leader making their first hire?

CO: Get a handle on your finances early. You can build a high-producing team, but if you don’t understand your numbers — profit, expenses and margins — it’s easy to grow without building a healthy business.

This past year, I was introduced to the idea of a fractional CFO, and it was a game-changer. Whether it’s a fractional CFO or an administrator with strong financial expertise, financial clarity is critical to long-term sustainability.

REM: Biggest challenge in building the team?

CO: Finding consistent administrative support. At one point, I was effectively acting as the team admin while still completing 43 deals in 2024.

REM: Top lead sources right now?

CO: Open houses are a major driver for us. Because we price strategically and invest heavily in staging and marketing, our open houses generate strong traffic. In January alone, we generated about 130 leads from one weekend of open houses.

Past clients and referrals remain foundational. Our marketing and online presence also support both listings and brand visibility, helping attract new opportunities.

REM: Budget philosophy?

CO: Most of our marketing spend goes into two areas: nurturing past clients and sphere through events and relationship-based marketing, and investing heavily in our listings. That includes staging, professional marketing and digital advertising.

Rather than spreading our budget thin, we focus on areas that directly impact client experience, visibility and results.

REM: If you had to cut one channel tomorrow, which would hurt most?

CO: Listing marketing. Our listings are the engine of our business. They drive exposure, open house traffic, lead generation and brand visibility. When listings are priced strategically and marketed properly, the ripple effect benefits the entire business.

REM: How are new leads handled?

CO: Leads are sent out on a first-to-claim basis. If unclaimed, I assign them directly to ensure timely follow-up.

REM: Core tech stack?

CO: Follow Up Boss for CRM, Ylopo for website and IDX, Liberty Horizons for finance and forecasting, and Slack for team communication.

REM: Who thrives on your team?

CO: Coachable, prospecting-based agents with a strong team mindset.

REM: How long does it typically take a new agent to get their first deal?

CO: About two months.

REM: ISA or transaction coordinator as the next hire, and why?

CO: A transaction coordinator. That frees up admin to focus on higher-level work that supports growth.

REM: If a team leader has $5,000 a month to invest in their business for six to 12 months, how should they use it?

CO: It depends on their goals. Many people default to leads or marketing, but without systems to handle that volume, it can backfire. In some cases, hiring a coach or ISA first makes more sense.

REM: Minimum viable follow-up cadence?

CO: Daily contact at first, then reduce to quarterly once contact is established. We also recommend texting after every call.

Lightning round

Underrated market insight: The spring market doesn’t always start in April — sometimes it begins as early as January.
One tech you’d fight to keep: Slack.
Marketing hill you’ll die on: Instagram and TikTok.
Agents fail because… they look for quick fixes. Real estate is a long game — you have to show up every day.
Teams win because… a solo agent can’t outwork a team.