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There’s a lazy stereotype that the younger generation of mortgage professionals primarily only brings superior tech skills to the table. However, the best have harnessed an ability to connect with peers facing steep affordability barriers, equipping them with a unique vantage point in the current mortgage market status quo.
That generational insight, combined with adaptability and healthier work habits, is reinforced by the discipline to specialize and build a clear value proposition.
Groupe RLH president, Ryan La Haye, makes the case that the best young mortgage professionals in Canada have a handle on the difficulties their generation faces in becoming homeowners and building real estate portfolios.
“They can connect with their peers in ways I can’t, even though I still consider myself relatively young in my early 40s,” he says. “Most seasoned brokers are in their 50s or 60s, so I’d say the greatest strength of those 35 and under is understanding the challenges and obstacles their generation faces and being able to connect on that front.”
Canadian Mortgage Professional’s 2023–25 data highlights four trends that mark out the mortgage industry’s rising talent.
Hard work and emotional intelligence continue to outpace credentials: These factors consistently rate highest as drivers of success among Rising Stars. Data shows that personal drive and EQ are valued far above traditional credentials or tenure. While management training is gaining recognition, a relevant degree and long tenure at one employer remain less critical for rapid advancement.
The makeup of Rising Stars by years in the industry is evolving: In 2024, the majority of winners were newer to the industry (1–5 years), but in 2025, there is a notable shift. Over half of the winners have 6–10 years of experience. This suggests that while rapid advancement is possible early in a career, sustained recognition increasingly favours those with a moderate level of experience. Very few winners have more than 10 years in the industry, reinforcing the focus on emerging and mid-career talent.
The profile of Rising Stars is shifting toward leadership and advisory roles: In 2025, nearly half of all winners are underwriters, brokers, auditors, or advisors, but there is a significant increase in the proportion of managers, leads, seniors, and partners compared to previous years. Senior executive roles and entry-level roles are less represented, while the “Other” category emerges for the first time. This trend highlights that the Rising Stars distinction is increasingly associated with those who are stepping into leadership and key advisory positions rather than remaining in purely technical or entry-level roles.
The age distribution of Rising Stars is shifting toward younger professionals: In 2025, the proportion of winners aged 18–26 jumps to 17 percent, and those aged 27–29 now make up the largest group at 34 percent. Meanwhile, the share of winners in their early 30s (30–32) and mid-30s (33–35) has declined compared to previous years. This trend suggests that the Rising Stars distinction is increasingly being awarded to those who achieve rapid recognition earlier in their careers.
Less experienced and younger brokers do not have an established pipeline of past clients, so they sit fully in the blast zone of rate competition and automation. La Haye argues the path to standing out in 2025 is to stop playing the price game and build a strategy-first value proposition due to a series of factors:
New brokers lack a client database, which leaves them exposed to shrinking margins and automated rate shopping.
Differentiation starts with strategy, not price; build a unique sales proposition around mortgage strategies.
Go deep on a focused set of methods that most households can use in your market, for example, the Smith Maneuver, cash damming, DRIPs, Power of the Paycheque, and debt swaps.
Targeting the smallest viable market and specializing to insulate your practice from AI and automation.
Shifting the role from rate finder to advisor and debt manager; show clients how strategy can deliver meaningful savings beyond rate.
Committing to certification and depth; dabbling does not produce an edge.
“If you want to be heard in this industry, you have to earn it,” La Haye adds. “You need to make space for yourself, take control of your business, and not be shy about getting your voice out there. A little bit of ego can help in this business.”
CMP selected the winners after readers from across the Canadian industry put forward their nominations. To be eligible, candidates had to be 35 or younger as of October 1, 2025, and committed to a long-term career in mortgages.
Nominees highlighted their roles, responsibilities, and key achievements over the past year, supported by recommendations from managers and senior industry leaders. CMP’s editorial team identified the young professionals whose performance and passion stood out, as they collectively:
fund high volumes consistently early in their careers, even in competitive or smaller markets
managing the entire client journey end-to-end with precision and care
build loyalty through education, transparency, and clear communication
develop niche expertise, such as alt lending, investor clients, newcomers, and complex structuring
drive operational improvements with lenders and internal teams
establish personal brands and thought leadership through social media, podcasts, training, and community work
contribute to the profession through mentorship, leadership roles, and collaboration
Heading into 2025, there was intense pressure from renewals, affordability gaps, and economic uncertainty.
Mortgage professionals are on the front lines of these challenges, translating policy shifts and market risks into practical advice for borrowers.
Fresh sales data shows momentum building, with Canadian MLS® Systems reporting a 3.8 percent increase in July 2025. That marks a cumulative 11.2 percent gain in transactions since March.
CMP turned to three of this year’s Rising Stars – from Ontario, Quebec, and Alberta – for their take on how to tackle the sector’s toughest tests, from payment shock and rising arrears to housing supply shortfalls and employment risk.
Their answers highlight how the next generation of mortgage leaders intends to tackle them.
At 30, Craig Brunsdon (CB) has become a high-performing mortgage professional in Ontario, ranking among the top 5 percent of Mortgage Alliance brokers nationwide in 2024 after personally funding more than $40 million in volume, as he has done for the past three years. A level 2 mortgage agent and team leader at The Mortgage Coach Greater Simcoe, he is known for his expertise in private lending, construction financing, and complex scenarios. Brunsdon has also built a trusted client-first reputation, reflected in more than 100 five-star Google reviews and a strong digital presence. He hosts The Lending Lounge podcast, bringing industry professionals together to share insights on mortgages, real estate, and financial markets.
Taylor Hutchinson (TH) has quickly established himself as one of Edmonton’s most dynamic brokers. Joining Mortgage Architects in 2021, he has scaled his business at remarkable speed, closing over $28 million in 2024 and projected to surpass $50 million in 2025. This year also marks his 200th funded file, a milestone that underscores both efficiency and client demand. Hutchinson, 35, is recognized as a trusted resource for his peers, frequently advising and supporting new agents across the team.
Charlie Prince (CP) has emerged as a rising mortgage leader in Quebec. As founder and president of Charlie. cabinet en courtage hypothécaire, she has built a brokerage known for delivering personalized financing solutions, whether for purchases, renewals, refinancing, or transfers. The 30-year-old is recognized for simplifying complex situations and fostering lasting client relationships, while also supporting her team of trusted professionals. She gives back through charitable work, including serving on the board of an organization for children with disabilities.
Data: Bank of Canada estimates about 60 percent of mortgages in Canada will renew by 2026, with most borrowers facing 10–20 percent higher monthly payments as their five-year fixed terms expire. Nearly six in 10 borrowers expect higher payments on renewal in 2025 alone.
Industry impact: Renewal has become a make-or-break financial event, one that will test both borrower resilience and broker relationships for years.
CMP: How would you advise clients who are considering switching from traditional long-term fixed-rate mortgages to variable or short-term fixed products, given today’s rate environment and the risk of future volatility?
Rising Stars’ perspective
CB: “I think the big thing comes down to preparation – clients giving themselves enough time before renewal to work through options and manage expectations. The longer the runway they have, the more opportunity there is to execute on rate drops or further decreases.
The speed and scale of the recent rate hikes definitely caught people off guard. A lot of what I’m doing right now is cash flow management for the short term or for the next mortgage term.
That can mean restructuring outside debts, making more of a cash flow play, or increasing amortizations if needed, just to make sure people can manage month to month."
TH: “Every client is different, and there’s a real sticker shock when renewing into a higher term or rate. Like with everything else, it comes down to different risk tolerances, what people can afford, and what makes the most sense for them.
For many clients right now, a shorter term is appealing. Rates are similar between a three-year and a five-year, but with a three-year, you can get to renewal a bit quicker. With the uncertainty and unpredictability in the market, my hope is that within the next three years we’ll see more stability, and, at that point, clients can renew into something longer.
I do think there’s more upside with variable, but it’s not for everyone. I make sure clients fully understand both options and decide which fits their situation. There’s no right or wrong way, but the payment has to be manageable every month.
The other thing I look at is whether we can use the renewal as an opportunity to pay off other debts. If monthly costs are increasing, consolidating debt can make things more comfortable and sustainable.”
CP: “Given today’s market uncertainty and volatility, I strongly recommend four- and five-year fixed rates. For most banks, their variable rate is actually higher than the fixed rate.
So, depending on the client’s risk tolerance, I’ll ask them: if the rate increases by 2 percent, does the payment still fit your budget on a variable? If their answer is yes, then I recommend setting a payment that’s higher than the minimum. For short-term rates, I don’t do much with one- or two-year terms. I’ve done a few three-year terms, but at the moment, I think we could face higher interest rates in three years because of the uncertainty in the market. Unless a client is planning to sell or refinance during that time, I don’t usually recommend short-term.
I also spend time building a full picture with my clients. First, I do an initial interview with them on Zoom or Teams. Then I have someone on my team prepare the file and get the documents back to me. After that, I’ll do another one-hour Teams call to explain each recommendation I’m making, so they understand the reasoning and can make an informed decision.”
Data: According to figures prepared for the Canada Mortgage and Housing Corporation (CMHC) by Equifax Canada, Ontario’s 90-day delinquency rate rose to 0.22 percent in Q1 2025, up from 0.15 percent in Q1 2024 and 0.09 percent in the same period the year prior.
Industry impact: Defaults remain low by historic standards, but the direction and pace are worrying. Early intervention and proactive client support are becoming defining skills for top performers.
CMP: What proactive strategies would you implement to support clients who may be at risk of delinquency, and how would you balance risk management with client care?
Rising Stars’ perspective
CB: “Ultimately, people make what they make, and a lot of the time, those who are struggling aren’t in scalable income positions. So, there aren’t many real solutions other than cash flow management. Having an accountant, having people who can help guide you and being transparent with your scenario is so important.
I find a lot of clients hold their cards close to their chest when they’re struggling financially, and unfortunately, that doesn’t help; it usually makes things worse. Taking an honest, upfront approach to where you’re at and what you’re struggling with can make a huge difference. Too often, people try to manage it on their own and end up in a place where there aren’t many ways out."
TH: “In my market, we’re fortunate that home prices are still in a reasonable range for many buyers.
It’s a conversation I have with every client: there’s what you can technically afford on paper, and then there’s how you actually want to live your life. Do you still want to go out for dinner, take vacations, and have flexibility?
Instead of pushing right to the maximum, I encourage clients to think about what will let them live comfortably.”
CP: “From the very beginning, I tell clients that I see my role as similar to their financial planner or accountant. I’m not just here to do one deal. I want to be the person they contact over the next 25 years for questions, new projects, renewals, or refinancing. By making that clear, we’re building a long-term relationship. Most of my clients don’t wait until they’re in trouble. They come to me early, and that gives us the chance to adjust together.
For renewals, I usually get referrals from financial planners about four to six months before the renewal date. That early check-in lets us look at their next projects and what their payments will be, and then we make sure they’re comfortable with it. Often, right now, that means refinancing, so we look at ways to bring down monthly payments. One strategy I recommend is stretching amortization back to 25 years, or even 30 if necessary, checking where their income is going, and whether there are debts with higher interest rates that could be consolidated into the mortgage. That step alone often frees up immediate cash flow. With today’s volatility, people want more breathing room month to month, and this is a practical way to achieve it.
Sometimes clients feel like extending amortization is a step backward, especially if they still have 20 years left on their mortgage. I explain that with lump sum payments or higher regular payments, they can still finish on the same timeline. The extension is a tool, not a setback. That’s how I manage risk and, at the same time, reinforce the long-term relationship I want to build with every client.”
Data: The CMHC maintains a long-standing projection that Canada will need about 3.5 million additional housing units by 2030 to restore affordability. Meanwhile, housing starts increased in mid-2025, with a 14 percent year-over-year gain in population centre starts and a 3.6 percent rise in the six-month SAAR trend. Affordability pressures persist, particularly in unaffordable markets such as Ontario and British Columbia, where new construction is stuck below longer-term averages.
Industry impact: First-time buyers are struggling to qualify and save. Brokers are expected to deliver creative financing approaches while managing expectations.
CMP: What practical advice or financing strategies would you offer first-time buyers?
Rising Stars’ perspective
CB: “Many are told they don’t qualify for a $200,000 mortgage while paying $3,000 a month in rent, which doesn’t add up. There’s no perfect solution, but I tell clients that owning long-term at least puts them in an equity position and is often the only way they’ll build wealth.
Right now, there’s an opportunity because competition has cooled and prices have eased. Even though borrowing costs are higher, paying a couple of hundred thousand dollars less for the same house makes a real difference. Most first-time buyers need help, whether that’s gifted funds, a co-signer, or a guarantor.
I’d estimate 70–75 percent of our first-time buyers aren’t doing it alone. The challenge is less about affordability and more about qualifying under the guidelines. Some people are actually in a better position to buy than they realize; they just don’t fit the rules. The key is not getting discouraged, and if support from family is available, it can help them get started, to eventually stand on their own.”
TH: “Most of my clients are first-time homebuyers or young families looking to move up, but I’ve noticed a real shift with buyers in the 25–30 age range. They’re not going right to their maximum. Many are coming from renting at about $2,000 a month, and they want to keep their mortgage payments in that range.
Even though many of them can technically afford more, it’s a strong sign that people are being smarter with their money. They don’t want to put everything into the home. They still want the flexibility to enjoy life a little, and I think that’s a positive change.”
CP: “My clients and I work together to build a path to purchase, not just a pre-approval. The goal isn’t only to buy a home; it’s to stay comfortable afterward. I recommend a type of pre-approval where I qualify them and then set a personal budget for closing. We look at the full monthly payment, including mortgage, taxes, heat, and condo fees if there are any. I also qualify them at 2.5–3 percentage points higher than the actual rate. That way, if rates rise, their pre-qualification will still hold.
I ask about upcoming expenses, too. For example, if someone’s car is near the end of its life, I suggest factoring a replacement payment into the pre-approval. I want to make sure there are no surprises when they’re ready to make an offer. Once that step comes, I confirm the pre-approval and then explore options for locking in a rate until closing.
Two people with the same income can have very different budgets if one spends it on restaurants and travel while the other doesn’t.
I also recommend practicing the payment before purchase. If we’re looking at a $2,000 monthly mortgage, I suggest they start setting that money aside in savings for two or three months. If they can’t keep up, it’s a sign the property may be out of reach.
Another strategy is looking at properties with additional income potential, such as duplexes or triplexes. Rental revenue can help clients qualify and also provide extra stability once they own the property.”
Data: Statistics Canada reports national unemployment holding at 6.9 percent in mid-2025, with Ontario higher at 7.8 percent and British Columbia lower at 5.6 percent, both considered stable. CMHC warns that job loss, not higher interest rates, is the primary risk fueling mortgage defaults, especially amid stubbornly high household debt ratios.
Industry impact: The next shock to mortgage performance could come from employment instability rather than rate moves. Brokers who blend financial planning with mortgage advice are best positioned to protect both clients and portfolios.
CMP: In a market shaped by employment risk and persistent affordability challenges, what innovative approaches would you take to help clients achieve homeownership?
Rising Stars’ perspective
CB: “For me, a lot of the focus right now, especially in a tougher purchase environment where fewer sales are happening, is on debt restructuring. That’s where I prefer to work, in the refinance space with existing equity clients. I try to keep a simple approach. There are some very intelligent brokers in this industry, but if they can’t relay information clearly to their clients, they won’t succeed in getting the point across.
It doesn’t need to be complicated; it just needs to be a solution that works. There are a lot of ways to increase cash flow short-term, whether that’s extending amortization or refinancing other debt.
And then we can look at implementing prepayment privileges when rates are lower or when clients are in a stronger position. There are many ways to offset higher rates and longer amortizations, whether through short-term fixes or longer-term solutions. Mortgages can be used as a tool, not just seen as debt, and I think that’s something that often gets overlooked.”
TH: “I’m quite debt-averse myself. When I’m setting someone up for success, especially if their industry or job is volatile, I try to give insight into eliminating other debts.
The biggest things that hold people back are unsecured debts. I see it as a teaching opportunity: the more you give away, the less you get to keep. Every client is different, looks at money differently, and approaches the process differently, so I adapt to each situation.
When someone wants to purchase a home, I like to sit down and make a game plan. Clients often call me six or twelve months before they’re ready to buy, and I enjoy working with them because we can plan together.
With first-time buyers especially, it’s about making sure they’re in a secure position and fully ready with all the information they need. My role is to teach and give them the knowledge to make an informed decision.”
CP: “I make sure clients have a safety net. I ask how much money they have aside from their down payment, and if they lost their job, could they at least cover three consecutive mortgage payments? If the answer is no, I suggest putting down less cash. It comes with an insurance premium, but in my experience, that’s far better than the financial stress of not being able to make it to the end of the month.
Keeping some money invested allows interest to keep working for them, and they’re better off with that cushion and a smaller down payment. Along the same line, I sometimes recommend a 30-year amortization. As I explain, with lump sum payments or double-up payment options, people can still pay off their mortgage faster if they choose. Those two strategies together help clients protect themselves financially and manage risk in a way that keeps them comfortable long term.”
Generational insight: Young brokers turn affordability challenges into client trust.
Specialization: Strategy and certification beat rate competition.
Execution: Rising Stars prove big volumes don’t require decades.
Education: Plain-language advice builds lasting loyalty.
Resilience: Adaptability defines how they handle renewals and arrears.
Leadership: Early mentoring and brand-building lift the profession.
In May, CMP invited professionals from across the Canadian mortgage industry to nominate their most exceptional young talent for the ninth annual Rising Stars list. Nominees had to be aged 35 or under (as of October 1, 2025) and have committed to a career in mortgages with a clear passion for the industry.
Nominees were asked about their current roles and responsibilities and their key achievements over the past 12 months. Recommendations from managers and senior industry professionals were also considered.
The CMP team reviewed all nominations, narrowing the list down to 43 of the industry’s most outstanding young professionals.