10 Ontario Condos Under $100,000 With Positive Cash-Flow Potential

10 Ontario Condos Under $100,000 With Positive Cash-Flow Potential Ref: AI Tools as is

Current listings and rental comparisons reviewed August 30, 2026

Finding real estate in Ontario for less than $100,000 sounds almost impossible. In Toronto, the price would not ordinarily buy even a conventional residential condo parking space in many buildings.

Yet a small segment of the market still exists below the $100,000 threshold.

The catch is that investors have to look beyond conventional GTA residential condos. Current opportunities fall primarily into two categories:

Residential condos in lower-cost Ontario cities, particularly Chatham and Elliot Lake; and small titled commercial condominium units, often located inside indoor shopping centres.

This ranking excludes businesses-for-sale, leased businesses, parking spaces, mobile homes, land-lease cottages, timeshares and fractional resort interests. The buyer must acquire an actual condominium real-estate interest.

How the rankings were calculated

For comparison, the following simplified all-cash screening calculation is used:

Annual rental surplus = annual rent − annual condo fees − annual property tax

Screening return = annual rental surplus ÷ asking price

This is deliberately not called a cap rate, because it does not account for every operating expense.

Insurance, repairs, vacancy, leasing costs, legal costs, utilities payable by the owner, income tax, HST, closing costs and special assessments can reduce the actual return.

Where an exact current or recent rent for the particular unit was available, it was used. Otherwise, rent was estimated from current nearby or same-building rental listings.

Top 10 Ontario Condo Cash-Flow Candidates Under $100,000

RankPropertyTypeAsking PriceSizeApprox. RentCondo FeeProperty TaxApprox. Annual Surplus*Screening Return*
1212-276 Merritt Ave, ChathamResidential apartment condo$84,900600–699 sq. ft., 1-bed~$1,250/mo$426.91/mo$910/yr~$8,967~10.6%
2306-276 Merritt Ave, ChathamResidential apartment condo$99,900600–699 sq. ft., 1-bed~$1,250/mo$422.84/mo$933/yr~$8,993~9.0%
39-102 Hutchison Ave, Elliot LakeResidential apartment condo$79,9002-bed~$1,200/mo$562/mo$922/yr~$6,734~8.4%
42C6-4675 Steeles Ave E, TorontoCommercial condo inside Splendid China Mall$45,900136 sq. ft.~$750/mo$408/mo$939/yr~$3,165~6.9%
52C8-4675 Steeles Ave E, TorontoCommercial condo inside Splendid China Mall$49,900136 sq. ft.~$750/mo$408/mo$963/yr~$3,141~6.3%
62A13 & 2A15-4675 Steeles Ave E, TorontoCombined commercial condos inside mall$50,000256 sq. ft.$1,250/mo asking$828.76/mo$2,311/yr~$2,744~5.5%
7M8-8 Glen Watford Dr, TorontoCommercial condo inside Dynasty Centre$49,000203 total / ~144 retail sq. ft.$650/mo exact recent asking rent$360.82/mo$1,296/yr~$2,174~4.4%
8104-199 Front St, BellevilleGround-floor commercial condo$69,900966 sq. ft.$24,150/yr existing lease$15,408/yr common fees$6,369/yr~$2,373~3.4%
93103-4438 Sheppard Ave E, TorontoCommercial condo inside Oriental Centre$50,000368 sq. ft.$650/mo exact asking rent$387/mo$1,970/yr~$1,186~2.4%
102D22/23-4675 Steeles Ave E, TorontoCombined commercial condo inside mall$60,000184 sq. ft.~$800/mo estimated$595/mo$1,500/yr~$960~1.6%

*Before insurance, vacancy, repairs, utilities not included in fees, leasing expenses, income tax, financing and transaction costs.


#1 — 212-276 Merritt Avenue, Chatham

Asking price: $84,900

This may be the most interesting conventional residential condo currently available below $100,000.

The unit is a genuine one-bedroom condo apartment, approximately 600–699 square feet, with one parking space. The listing reports a monthly maintenance fee of approximately $426.91 and annual property tax of approximately $910.

Current one-bedroom apartment listings in Chatham include examples around $1,249, $1,250, $1,265, $1,295, $1,330 and higher. Using $1,250/month as a conservative screening rent therefore appears reasonable, although the actual achievable rent for this particular unit must be verified.

Estimated calculation:

Rental income: $15,000/year
Condo fees: −$5,123
Property tax: −$910
Surplus: approximately $8,967/year

That represents approximately 10.6% of the $84,900 purchase price before the other costs mentioned above.

Why it ranks first

Unlike many properties on this list, this is a normal residential apartment rather than specialized commercial space. That potentially means a much larger tenant pool and more conventional resale market.

The major due-diligence items would be the condominium’s financial condition, reserve fund, special-assessment history and whether the corporation has any restrictions affecting rentals.


#2 — 306-276 Merritt Avenue, Chatham

Asking price: $99,900

This unit is in the same building as the #1 property.

It is another one-bedroom, 600–699-square-foot residential apartment condo, with approximately $422.84–$423/month in maintenance fees and roughly $933/year in property tax.

Using the same conservative $1,250/month rent estimate:

Rental income: $15,000
Condo fees: −$5,074
Property tax: −$933
Surplus: approximately $8,993/year

That produces an estimated 9.0% screening return.

Interestingly, the annual surplus is slightly higher than Unit 212 because of its marginally lower condo fee. However, the purchase price is $15,000 higher, which pushes its percentage return below Unit 212.


#3 — 9-102 Hutchison Avenue, Elliot Lake

Asking price: $79,900

This is another true residential condominium and offers two bedrooms rather than one.

The listing states that its $562 monthly condominium fee includes heat, city water and sewer, assigned parking and private storage. Annual 2026 property tax is approximately $922.

Current Elliot Lake two-bedroom rentals include approximately:

$1,125/month for an 800-square-foot apartment and $1,295/month for another 800-square-foot apartment.

Using $1,200/month for screening:

Rental income: $14,400
Condo fees: −$6,744
Property tax: −$922
Surplus: approximately $6,734

Estimated screening return:

8.4%

One advantage is that several significant utilities are already included in the condominium fee. The downside is that Elliot Lake is a much smaller rental and resale market than southern Ontario cities.


#4 — 2C6, 4675 Steeles Avenue East, Toronto

Asking price: $45,900

This is where the list changes from residential condominiums to commercial condominium ownership.

Unit 2C6 is a 136-square-foot commercial condo inside Splendid China Mall, near Kennedy Road and Steeles Avenue and close to Milliken GO and Pacific Mall.

It is actual commercial real estate, not the purchase of a business.

The property has:

Price: $45,900
Condo fee: $408/month
Property tax: $939/year
Size: 136 square feet
HST: listed as additional.

Current rental advertisements within the same mall vary considerably. A 127-square-foot unit has been advertised at $1,000/month, while an older 201-square-foot unit has been advertised at $538/month.

A conservative $750/month screening estimate gives:

$9,000 rent
− $4,896 condo fees
− $939 taxes
= $3,165

That equals approximately 6.9% of the asking price.

The rental estimate is not an existing lease on 2C6, so this return has considerably less certainty than the Chatham properties.


#5 — 2C8, 4675 Steeles Avenue East, Toronto

Asking price: $49,900

The neighbouring 2C8 is also 136 square feet.

Its major advantage is that the listing shows occupant type: tenant, and the unit has a water supply inside. The listing reports:

Condo fee: $408/month
Property tax: $963/year
Price: $49,900.

At an estimated $750/month rent:

$9,000 rental income
− $4,896 fees
− $963 tax
= $3,141

Estimated return: 6.3%

However, an investor should obtain the actual existing lease before relying on this calculation. If the current tenant is already paying significantly more or less than $750, the economics change immediately.

The existing tenant and in-unit plumbing arguably make 2C8 operationally more attractive than the slightly cheaper 2C6.


#6 — 2A13 & 2A15, 4675 Steeles Avenue East, Toronto

Asking price: $50,000

This is a combined 256-square-foot commercial condominium inside Splendid China Mall.

It demonstrates an important lesson about inexpensive commercial condos.

The exact unit has been advertised for lease at $1,250/month, which sounds excellent relative to a $50,000 purchase price.

But its recurring expenses are substantial:

Condo fee: $828.76/month
Property tax: approximately $2,311/year.

Calculation:

$15,000 rent
− $9,945 condo fees
− $2,311 property tax
= approximately $2,744

Estimated return:

5.5%

More than two-thirds of the advertised rent disappears into condo fees and property taxes.

This is why investors should never rank cheap commercial condos by purchase price or gross rent alone.


#7 — M8, 8 Glen Watford Drive, Toronto

Asking price: $49,000

M8 is inside Dynasty Centre near Midland and Sheppard in Scarborough.

The unit contains approximately 144 square feet of retail area and 203 square feet total, including associated space, and comes with use of a basement locker.

It has:

Condo fee: $360.82/month
Property tax: $1,296/year
No water supply inside the unit.

The particularly useful data point here is that the exact M8 unit has been advertised for $650/month rent. That rental listing states that the landlord pays the condo fee and property tax and the tenant pays hydro.

Calculation:

$7,800 rent
− $4,330 condo fees
− $1,296 tax
= $2,174

Estimated return:

4.4%

This is a lower return than the headline $49,000 price might suggest, but its figures are more credible than properties whose rent must be estimated.


#8 — Unit 104, 199 Front Street, Belleville

Asking price: $69,900

This property is interesting because much less estimation is required.

It is a 966-square-foot ground-floor commercial condominium in downtown Belleville, with direct access from Bridge Street.

More importantly, it already has a boutique restaurant tenant whose lease extends through the end of 2026.

The listing provides actual financial figures:

2026 rent: $24,150
2026 common fees: $15,408
2025 property taxes: $6,369.12.

Calculation:

$24,150
− $15,408
− $6,369
= approximately $2,373

Estimated return on $69,900:

3.4%

The percentage return is not spectacular, but having an existing tenant and known rental revenue makes this much easier to analyze than a vacant commercial condo.

The key issue is what happens when the current lease ends.


#9 — Unit 3103, 4438 Sheppard Avenue East, Toronto

Asking price: $50,000

This is a 368-square-foot commercial condo inside Oriental Centre at Sheppard and Brimley in Scarborough.

The sale listing reports:

Price: $50,000
Property tax: $1,970/year
Commercial condo fee: $387/month.

Conveniently, the exact same unit is also currently advertised for rent for $650/month.

Calculation:

$7,800 rent
− $4,644 condo fees
− $1,970 tax
= $1,186

Screening return:

2.4%

That return is thin.

Once vacancy and insurance are included, there is very little margin for error. The property may still appeal to an owner-user who wants to own rather than rent business premises, but it is considerably less compelling as a passive investment.


#10 — 2D22/23, 4675 Steeles Avenue East, Toronto

Asking price: $60,000

This is a combined 184-square-foot commercial condo in a corner location inside Splendid China Mall.

The unit is professionally finished with office furniture, shelving and built-in cabinets.

The listing reports:

Price: $60,000
Property tax: $1,500/year
Condo fee: $595/month.

Using approximately $800/month as a screening rental estimate based on the wide range of small-unit rents currently advertised in the complex:

$9,600 rent
− $7,140 condo fees
− $1,500 tax
= $960

Estimated return:

1.6%

This is technically positive under the simplified calculation but should be considered borderline rather than an attractive cash-flow property.

A small amount of vacancy, insurance expense or an unexpected repair could eliminate the annual profit.


The Residential-Condo Surprise

Perhaps the most interesting finding from this search is that the three residential condos rank above nearly all of the very inexpensive Toronto commercial condos.

That happens because a $50,000 commercial condo is not necessarily cheap to operate.

Consider these two examples:

Chatham residential condo

Purchase: $84,900
Rent: approximately $1,250
Condo fee: approximately $427
Property tax: approximately $76/month

The owner retains a substantial portion of gross rent.

Toronto mall commercial condo

Purchase: $50,000
Rent: $650
Condo fee: $387
Property tax: approximately $164/month

Almost the entire rent disappears before insurance or vacancy.

The purchase price alone therefore tells an investor very little.

Why There Aren’t 10 Normal Residential Condos Under $100,000

A current Ontario search does produce many apparent “condos” below $100,000, but a closer examination reveals numerous listings that are actually:

  • parking spaces;
  • fractional resort interests;
  • fixed-week timeshares;
  • mobile or trailer homes;
  • leased-land cottages;
  • co-ownership interests rather than standard condominium title.

For example, current searches under $100,000 contain numerous Collingwood and Muskoka fractional-resort listings rather than conventional apartments.

Those were deliberately excluded from this ranking.

This is why an apparently simple internet search for “Ontario condos under $100,000” can produce a misleading picture of the market.

What Positive Cash Flow Really Means

The table above uses a first-stage screening calculation. A property should not be declared a genuinely positive-cash-flow investment until the following are also considered:

Vacancy allowance. A residential apartment may have a relatively broad pool of prospective tenants. A 136-square-foot commercial unit inside a mall could remain empty much longer.

Insurance. Condo ownership still requires appropriate owner or commercial insurance.

Repairs and improvements. Commercial tenants in particular may expect improvements before moving in.

Special assessments. A $10,000 condominium special assessment is enormous relative to a $50,000 acquisition.

Leasing commissions and legal expenses. Commercial leasing can be more expensive than residential tenant turnover.

Utilities. The lease and condominium documents determine which party actually pays them.

HST. Several Toronto commercial listings specifically state that HST is additional to the purchase price. Commercial real-estate HST treatment should be reviewed with an accountant and real-estate lawyer.

Financing. These rankings assume cash purchases. Adding a mortgage reduces monthly cash flow and changes the cash-on-cash return.

Best Three From the Current Search

For an investor primarily seeking rental cash flow, the strongest initial candidates appear to be the two Chatham residential units and the Elliot Lake two-bedroom condo.

The $84,900 Chatham unit is particularly interesting because its projected rental economics are substantially stronger than most of the ultra-cheap Toronto commercial condos.

For investors specifically seeking Toronto real-estate ownership below $50,000, the small Splendid China Mall units remain unusual opportunities, particularly 2C6 at $45,900 and 2C8 at $49,900.

However, the residential units have a major structural advantage: people always need housing, while demand for tiny enclosed-mall commercial units can be much narrower.

Bottom Line

Yes, Ontario real estate below $100,000 still exists in 2026, and some listings appear capable of producing positive rental cash flow.

But the best opportunities are not necessarily the cheapest properties.

The current screen suggests approximately:

8%–11% preliminary returns are possible on a handful of low-cost residential condos;

4%–7% preliminary returns may be possible on selected small commercial condos;

while some ultra-cheap commercial units produce only 1%–3% before vacancy and insurance.

The lesson is simple:

Don’t buy a $50,000 property because it is cheap. Buy it only if the rent remains attractive after every recurring cost is deducted.

For investors evaluating this niche, the three numbers to obtain before making an offer are therefore realistic market rent, total condominium fees and annual property tax. After those figures are known, vacancy risk and the condominium corporation’s financial condition become the next major questions.

Disclaimer

Listings, asking prices and rental advertisements can change quickly. Information above was reviewed on August 30, 2026 and should be independently verified before making any investment decision.

Rental figures labelled as estimates are not guaranteed achievable rents. The calculated returns are simplified screening returns rather than complete net operating income, cap rates or guaranteed investment returns. Prospective purchasers should review the condominium status certificate, financial statements, reserve fund, permitted uses, lease documents, tenant history, insurance requirements, HST treatment and applicable landlord-tenant or commercial leasing rules with appropriate professionals before purchasing.

Small Commercial Real Estate in Scarborough Under About $60,000: Ranked by Rental Return

REF: AI Tools as is.

Toronto real estate does not normally come to mind when discussing properties priced below $60,000. However, a small niche exists: individually titled commercial condominium units inside indoor shopping centres.

These are not businesses for sale or lease takeovers. The buyer owns the commercial real estate unit itself, similar conceptually to owning a residential condominium.

The following comparison focuses primarily on small commercial condos in three Scarborough shopping centres:

  • Oriental Centre — 4438 Sheppard Avenue East
  • Dynasty Centre — 8 Glen Watford Drive
  • Splendid China Mall — 4675 Steeles Avenue East

The rankings are based primarily on estimated rental return, carrying costs, price, rentability and certainty of the available information.

Ranked Comparison

RankPropertyAsking PriceSizeProperty Type / LocationApprox. Rent / MonthAnnual TaxCondo Fee / MonthApprox. Annual Income After Tax + Condo Fee*Approx. Cash Return*Comments
1#338 – 4438 Sheppard Ave E$49,000290 sq. ft.Inside Oriental Centre, commercial condo$700–$850; ~$775 midpoint$871~$300 estimated~$4,830~9.9%Most interesting combination of low price, 290 sq. ft., low tax and potential rent. Condo fee needs confirmation.
22C8 – 4675 Steeles Ave E$49,900136 sq. ft.Inside Splendid China Mall, commercial condo~$700–$850; ~$775 midpoint$963$408~$3,441~6.9%Corner unit, water inside unit and listing shows a tenant. Actual tenant rent is not disclosed.
32C6 – 4675 Steeles Ave E$45,900136 sq. ft.Inside Splendid China Mall, commercial condo~$650–$800; ~$725 midpoint$939$408~$2,865~6.2%Lower acquisition price than 2C8. Adjacent to 2C8 and can apparently be combined with it.
42A13 & 2A15 – 4675 Steeles Ave E$50,000256 sq. ft.Inside Splendid China Mall, combined commercial condo$1,250 asking rent$2,311$828.76~$2,744~5.5%Strong rent potential, but extremely high condo fees consume most of the rental income.
5M8 – 8 Glen Watford Dr$49,000203 total / ~144 retail sq. ft.Inside Dynasty Centre, commercial condo$650 exact recent asking rent$1,296$360.82~$2,174~4.4%Exact unit has been advertised at $650/month. Includes basement locker. No water inside the unit.
6#372 – 4438 Sheppard Ave E$22,000160 sq. ft.Inside Oriental Centre, commercial condo~$350–$450; ~$400 midpoint$2,000$162.35~$852~3.9%Extremely inexpensive purchase price, but property tax is unusually high relative to value. Currently shown sold/under contract rather than freely available.
73103 – 4438 Sheppard Ave E$50,000368 sq. ft.Inside Oriental Centre, commercial condo$650 exact current asking rent$1,970$387~$1,186~2.4%Large amount of space for $50K, but the exact unit is also offered for only $650/month, producing weak investment economics.
82D22/23 – 4675 Steeles Ave E$60,000184 sq. ft.Inside Splendid China Mall, combined corner commercial condo~$700–$900; ~$800 midpoint$1,500$595~$960~1.6%Professionally finished and attractive for an owner-user, but relatively high maintenance makes it weak as a pure rental investment.
92B1 – 4675 Steeles Ave E$59,900135 sq. ft.Inside Splendid China Mall, commercial condo~$650–$800$4,269 listed tax/TMI figureNot disclosedUncertain≤~5.9–8.9% before any separate condo feeCarrying-cost disclosure needs clarification before this can be evaluated reliably.
102B2 – 4675 Steeles Ave E$59,900135 sq. ft.Inside Splendid China Mall, commercial condo~$650–$800$4,269 listedNot disclosedUncertainUncertainSimilar to 2B1. The unusually large annual tax figure and missing condo-fee information require verification.
112A10 – 4675 Steeles Ave E$39,00099 sq. ft.Inside Splendid China Mall / food-court area, commercial condo~$350–$500; ~$425 midpoint$822$366.68~-$122 at $425 rent~−0.3%Cheap real estate, but the recurring condo fee is very large relative to likely rental income. Better suited as support/storage space for another mall business than as a standalone rental investment.

*Approximate return = annual rent minus listed/estimated condo fees and property taxes, divided by asking price. It does not deduct insurance, vacancy, repairs, legal/accounting expenses, income tax, closing costs or HST. It also does not include appreciation.

1. #338, 4438 Sheppard Avenue East — Best Overall Candidate

This 290-square-foot commercial condo inside the Oriental Centre is currently listed at $49,000, with annual property tax of only about $871. The unit is marketed for retail or professional-office uses.

Rental comparables in the same shopping centre are useful. A 368-square-foot unit is currently offered at $650/month, while a particularly well-located 282-square-foot ground-floor unit is offered at $950/month.

That suggests roughly $700–$850/month may be a reasonable preliminary rental range for #338, depending heavily on its precise location and visibility within the mall.

The listing does not clearly disclose its maintenance fee. Using other units in the same building suggests something around $300/month as a rough working estimate, but that number should be verified before relying on the projected return.

At approximately $775 rent and a $300 maintenance assumption:

Annual rent: $9,300
Estimated maintenance: −$3,600
Property tax: −$871
Approximate income: $4,829

On a $49,000 cash purchase, that equals approximately 9.9% before vacancy, insurance and other expenses.

That makes #338 the most interesting property in this group if the maintenance fee is confirmed near the estimated level.

2. 2C8, 4675 Steeles Avenue East

This 136-square-foot unit is listed at $49,900. Annual tax is approximately $963 and the commercial condo fee is $408/month. Importantly, the unit has a water supply and the listing identifies the occupant as a tenant.

That is valuable because plumbing can expand the pool of potential commercial tenants.

At approximately $775/month:

Annual rent: $9,300
Condo fees: −$4,896
Property tax: −$963
Approximate annual income: $3,441

Estimated return: 6.9%.

The most important unanswered question is the current tenant’s actual rent and lease expiry date.

3. 2C6, 4675 Steeles Avenue East

The neighbouring 2C6 unit is priced slightly lower at $45,900, with annual tax of $939 and the same $408 monthly condo fee.

At an estimated $725/month rent:

Annual rent: $8,700
Condo fees: −$4,896
Tax: −$939
Approximate annual income: $2,865

Estimated cash return: 6.2%.

Because 2C6 and 2C8 are owned by the same seller and can apparently be combined, an investor could also investigate whether purchasing both at a negotiated price improves the economics.

4. 2A13 & 2A15 — High Rent, but High Expenses

This combined 256-square-foot unit is asking $50,000. It carries approximately $2,311/year in property tax and a substantial $828.76 monthly condo fee.

The interesting part is that the same unit has also appeared for lease at approximately $1,250/month.

That sounds excellent until expenses are considered:

Annual rent: $15,000
Condo fees: −$9,945
Property tax: −$2,311
Approximate annual income: $2,744

Return on $50,000: approximately 5.5%.

This illustrates why commercial condos should never be compared based solely on purchase price and rent. The maintenance fee can radically change the investment.

5. M8, 8 Glen Watford Drive — A Useful Real-World Benchmark

M8 at Dynasty Centre has an unusually useful data point: the exact unit itself has been offered for lease for $650/month.

It is listed for sale at $49,000. The commercial condo fee is $360.82/month, annual tax is approximately $1,296, and the property includes about 144 square feet of retail area plus a basement locker. There is no water supply inside the unit.

At $650/month:

Annual rent: $7,800
Condo fees: −$4,330
Property tax: −$1,296
Approximate annual income: $2,174

Estimated return: 4.4%.

This is useful as a reality check. A $49,000 Toronto commercial property can sound extraordinarily cheap, but recurring expenses can reduce the actual yield to a fairly ordinary level.

6. Unit 372 — An Actual $22,000 Toronto Commercial Condo

Unit 372 at 4438 Sheppard is particularly noteworthy because its asking price is only $22,000.

It is approximately 160 square feet, with a $162.35 monthly maintenance fee and approximately $2,000 annual property tax. The listing describes it as a corner retail unit suitable for retail or professional-office use.

The problem is the unusually high property tax relative to the purchase price.

Using a hypothetical $400 monthly rent:

Annual rent: $4,800
Maintenance: −$1,948
Tax: −$2,000
Approximate annual income: $852

Return: approximately 3.9%.

It is also currently shown as conditionally sold, so this is more useful as evidence of how inexpensive these commercial condos can become than as an immediately actionable listing.

7. Unit 3103 — Large Unit, Weak Yield

Unit 3103 at Oriental Centre is particularly easy to evaluate because it is simultaneously advertised:

  • For sale: $50,000
  • For rent: $650/month

It measures approximately 368 square feet, has annual property tax of approximately $1,970, and a commercial condo fee of $387/month.

Annual rent: $7,800
Condo fee: −$4,644
Tax: −$1,970
Approximate annual income: $1,186

Estimated return: 2.4%.

That is not particularly compelling for an illiquid commercial property carrying vacancy risk.

8. 2D22/23 — Attractive Space, Weak Investment Mathematics

The combined 184-square-foot 2D22/23 unit is listed for $60,000. Annual tax is approximately $1,500, while the commercial condo fee is approximately $595/month.

The property is professionally finished and includes furniture and built-in storage.

Assuming approximately $800/month rent:

Annual rent: $9,600
Condo fees: −$7,140
Tax: −$1,500
Approximate annual income: $960

Estimated return: only 1.6%.

It may therefore make considerably more sense for an owner-operated professional office than as a passive rental investment.

9–10. 2B1 and 2B2 — More Information Needed

Both units are approximately 135 square feet and listed for $59,900 each. They are inside Splendid China Mall and are close to Milliken GO and Pacific Mall.

However, each listing shows approximately $4,269 annually in tax/TMI-related costs, while a separate commercial condo fee is not clearly disclosed.

That makes a reliable return calculation impossible without reviewing the condominium status certificate and obtaining a breakdown from the seller.

If $4,269 represented the complete annual tax/TMI burden and there were no additional maintenance charge, approximately $700/month rent would produce:

$8,400 rent
− $4,269 costs
= $4,131

That would represent about 6.9%.

But if a substantial condo fee must also be paid, the true yield could be dramatically lower. These units therefore rank below properties with transparent carrying costs until the figures are clarified.

11. 2A10 — Cheap Does Not Necessarily Mean Profitable

At $39,000, 2A10 is one of the cheapest active commercial condos found.

The 99-square-foot unit is in the Splendid China Mall food-court area. Annual property tax is only approximately $822, but its condo fee is about $366.68/month.

At approximately $425/month rent:

Annual rent: $5,100
Condo fees: −$4,400
Tax: −$822
Approximate result: a small annual loss before insurance or vacancy.

The listing itself describes the unit as potentially useful as support or storage space for nearby food-court operations, which may explain why its economic value as a standalone rental property is limited.

What These Listings Show

The surprising lesson is that it is genuinely possible to own titled Toronto commercial real estate for $20,000–$60,000.

But purchase price is almost irrelevant without studying carrying costs.

A $39,000 unit with a $367 monthly condo fee may be a worse investment than a $49,000 unit with lower expenses and stronger tenant demand.

A useful screening formula is:

Estimated cash yield =
(Annual rent − annual condo fees − property tax) ÷ purchase price

For these very small commercial condos, a prospective buyer should ideally seek a sufficiently high return to compensate for:

  • periods of vacancy;
  • difficulty finding replacement tenants;
  • commercial insurance;
  • legal and leasing costs;
  • possible special assessments;
  • commercial-condominium fee increases;
  • HST implications;
  • low resale liquidity;
  • limited financing options.

A calculated 4% return before those costs is generally much less attractive than it initially appears.

A projected 8%–10%+ return before vacancy and insurance provides considerably more room for error.

Current Shortlist

Based on the presently available information, the strongest properties for further investigation are:

1. #338, 4438 Sheppard Avenue E — potentially the best return, provided its condo fee is reasonable.

2. 2C8, 4675 Steeles Avenue E — interesting because it already shows a tenant and has water inside the unit.

3. 2C6, 4675 Steeles Avenue E — inexpensive entry price with relatively transparent carrying costs.

4. 2A13/15, 4675 Steeles Avenue E — demonstrated high asking rent but also unusually high recurring fees.

5. M8, 8 Glen Watford Drive — easy to analyze because the exact unit’s recent asking rent is known, although the resulting yield is only moderate.

The strongest warning from this small sample is equally clear: low-priced commercial real estate should not be confused with high-return commercial real estate.

Methodology and Disclaimer

Figures are based on publicly advertised listings reviewed in August 2026. Rental figures marked as estimates use exact-unit asking rents where available and comparable units in the same shopping centre where exact rent was unavailable.

Returns assume an all-cash purchase and exclude financing. They also exclude vacancy, insurance, repairs, renovations, leasing commissions, legal fees, accounting costs, income taxes, land-transfer tax, closing costs, HST and capital appreciation.

Asking rent is not necessarily achieved rent, and asking price is not necessarily market value. Commercial condominium fees, permitted uses, existing leases, special assessments and HST treatment should be independently verified before purchasing.

Scrum master vs Product owner

Both are Scrum accountabilities, but they focus on different things.

Product OwnerScrum Master
Focuses on what should be builtFocuses on how the team works effectively
Maximizes product valueImproves Scrum effectiveness
Manages and orders the Product BacklogCoaches the team in Scrum and Agile practices
Clarifies user stories and acceptance criteriaFacilitates events and removes impediments
Makes priority and scope decisionsProtects the team from process problems and disruption
Represents customer and business needsSupports the team, Product Owner, and organization
Accepts completed stories based on agreed criteriaDoes not normally accept or prioritize stories

Product Owner responsibilities

The Product Owner:

  • defines and communicates the Product Goal;
  • creates or clarifies Product Backlog items;
  • orders the backlog by value, risk, and dependency;
  • explains user stories and acceptance criteria;
  • decides what is most important;
  • works with customers and stakeholders;
  • reviews whether completed work meets expectations.

The Product Owner does not assign individual tasks to developers or tell them how to implement the solution.

Scrum Master responsibilities

The Scrum Master:

  • helps everyone understand and apply Scrum;
  • facilitates Scrum events when needed;
  • helps remove blockers;
  • coaches the team toward self-management;
  • helps the Product Owner manage the backlog effectively;
  • protects transparency and continuous improvement;
  • helps resolve collaboration and process problems.

The Scrum Master is not the team’s traditional manager and does not normally assign work.

During Sprint Planning

Product OwnerScrum Master
Explains priorities and desired outcomesEnsures the planning process is effective
Clarifies stories and acceptance criteriaHelps the team understand capacity and focus
Discusses the proposed Sprint GoalFacilitates discussion and collaboration
Answers business questionsHelps remove planning obstacles

Developers decide how much work they can take and how they will perform it.

Simple distinction

Product Owner: Are we building the right product?
Scrum Master: Are we using Scrum effectively to build it?

Teaching line

The Product Owner leads product value and priority. The Scrum Master leads process improvement, facilitation, and team effectiveness.

Scrum versus Kanban at scale

Yes—basic Scrum is primarily a team-level framework.

Scrum

Scrum explains how one cross-functional team manages work through:

  • Product Backlog
  • Sprint Planning
  • Sprints
  • Daily Scrum
  • Sprint Review
  • Retrospective
  • Product Owner, Scrum Master, and Developers

Scrum itself gives only limited detail about coordinating many teams.

Multiple Scrum teams can work on the same product, but they normally need additional coordination arrangements, such as:

  • a shared Product Goal and Product Backlog;
  • common integration standards;
  • cross-team dependency management;
  • synchronized Sprints;
  • Scrum of Scrums;
  • or a scaling framework such as SAFe, Nexus, LeSS, or Scrum@Scale.

Kanban

Kanban can be used at several levels:

  • one individual;
  • one Agile team;
  • multiple teams;
  • a department;
  • a program or value stream;
  • a portfolio.

For example, a multi-team Kanban board might show:

Requested → Analysis → Team Development → Integration → Validation → Released

Different teams may be responsible for different parts of that flow.

However:

A Kanban board alone does not automatically coordinate multiple teams.

The organization still needs:

  • shared workflow policies;
  • dependency visibility;
  • WIP limits;
  • clear ownership;
  • integration agreements;
  • escalation mechanisms;
  • regular coordination meetings.

Scrum versus Kanban at scale

QuestionScrumKanban
Primary focusTeam delivery within SprintsFlow of work through a system
Usually starts atTeam levelTeam or workflow level
Can involve multiple teams?Yes, with additional coordinationYes, through a shared end-to-end workflow
Main control mechanismSprint timebox and Sprint GoalPull system and WIP limits
Common metricsVelocity, Sprint burndownLead time, cycle time, throughput, WIP
Does it fully solve enterprise coordination?NoNo

In SAFe

SAFe provides the layer for coordinating multiple teams.

Each team may use:

  • SAFe Scrum, or
  • SAFe Team Kanban.

Then the Agile Release Train coordinates them through:

  • PI Planning;
  • PI Objectives;
  • Program Board;
  • cross-team dependencies;
  • ART Sync;
  • System Demo;
  • shared cadence;
  • RTE facilitation;
  • program-level risk management.

GlobalZipCart example

Each GlobalZipCart feature group can operate as a Scrum team:

  • Team 1: User Accounts
  • Team 2: Catalog and Search
  • Team 3: Cart and Checkout
  • Team 4: Payments and Fraud
  • Team 5: Orders and Fulfilment
  • Team 6: Reviews and Recommendations

Their individual Sprint Planning is Scrum.

When all six teams coordinate their four-sprint plans, dependencies, risks, and PI Objectives, that is the SAFe multi-team layer.

Teaching line

Scrum mainly manages one team. Kanban manages flow and can span one or many teams. SAFe provides structured coordination across multiple Scrum or Kanban teams.

REF: AI Tools/ChatGPT as is

LPM — Lean Portfolio Management

LPM — Lean Portfolio Management

Lean Portfolio Management is the SAFe approach for connecting an organization’s strategy and funding to the work performed by value streams and Agile Release Trains.

Team level asks: What stories should we complete?
ART level asks: What features should the teams deliver during the PI?
Portfolio level asks: Which major initiatives should the organization fund, and why?

LPM operates at the portfolio level, above individual Scrum teams and ARTs.

Three main responsibilities

LPM areaWhat it does
Strategy and investment fundingDefines portfolio vision, strategic themes, priorities, and budget allocation
Agile portfolio operationsCoordinates value streams, ARTs, dependencies, and portfolio execution
Lean governanceMonitors spending, outcomes, risks, compliance, and performance without excessive bureaucracy

Your SAFe material presents these as the three central areas of LPM.

Traditional funding vs Lean funding

Traditional approach

An organization may fund temporary projects:

“Approve $3 million for the WWShopCart international-shipping project.”

When the project ends, people may be reassigned and another approval process begins.

Lean portfolio approach

LPM commonly funds a long-lived value stream:

“Allocate capacity and funding to the WWShopCart Customer Purchase Value Stream.”

That value stream can continuously prioritize the most valuable epics and features instead of requesting a new project budget for every change.

Portfolio Kanban

LPM can use a Portfolio Kanban to manage large initiatives called epics.

Typical flow:

Funnel → Reviewing/Analyzing → Portfolio Backlog → Implementing → Done

StageMeaning
FunnelNew ideas and opportunities are captured
AnalyzingBusiness value, cost, risk, feasibility, and strategic alignment are examined
Portfolio BacklogApproved epics wait for available capacity
ImplementingValue streams and ARTs are actively delivering the initiative
DoneThe epic has produced and validated its intended outcome

WWShopCart example

Suppose the organization is considering these portfolio epics:

  1. Launch WWShopCart in Canada
  2. Add international shipping
  3. Introduce AI-based recommendations
  4. Add cryptocurrency payments
  5. Meet new privacy and security requirements

LPM would ask:

  • Which epics support the company’s strategy?
  • What customer or business value will they create?
  • What are their costs and risks?
  • Which value streams and ARTs will deliver them?
  • Is sufficient capacity available?
  • What should be funded now, postponed, or rejected?
  • How will success be measured?

LPM might decide:

International shipping and privacy compliance are funded first because they are necessary for the global launch. Cryptocurrency payment is deferred because it has lower immediate value and higher risk.

LPM versus PI Planning

Lean Portfolio ManagementPI Planning
Portfolio-level decision-makingART-level planning
Chooses and funds major initiativesPlans features and objectives for the next PI
Longer-term strategic perspectiveUsually covers the upcoming PI
Focuses on value streams and epicsFocuses on teams, features, dependencies, and risks
Asks, “Are we investing in the right things?”Asks, “How will the teams deliver them together?”

Teaching line

LPM decides where the organization should invest. PI Planning decides how the ART will coordinate delivery of that investment.

LPM: Strategy, Investment, and Portfolio Governance

This phrase summarizes what Lean Portfolio Management does at the organizational level.

1. Strategy

LPM ensures that major initiatives support the organization’s goals.

It asks:

  • What outcomes does the organization want?
  • Which customer needs or market opportunities matter most?
  • Which epics support the strategic themes?
  • What should be prioritized or postponed?

WWShipCart example:

The strategy may be:

Launch a secure international e-commerce platform supporting multiple currencies, languages, and shipping regions.

Therefore, international payments and shipping may receive higher priority than optional cosmetic enhancements.


2. Investment

LPM decides where money, people, and capacity should be allocated.

It asks:

  • Which value streams should receive funding?
  • How much capacity should be assigned to features, technical work, compliance, and innovation?
  • Which initiatives provide the greatest value?
  • Should an epic be funded, delayed, or stopped?

WWShipCart example:

The organization might allocate investment to:

  • customer purchasing capabilities;
  • payments and fraud prevention;
  • order fulfilment;
  • platform security and infrastructure.

LPM normally focuses on funding long-lived value streams, rather than approving every small project separately.


3. Portfolio governance

Portfolio governance ensures that investments are controlled responsibly and produce the expected outcomes.

It includes:

  • monitoring spending;
  • reviewing business outcomes;
  • managing portfolio-level risks;
  • ensuring security and regulatory compliance;
  • measuring progress;
  • stopping or changing initiatives that are not producing value.

Governance does not mean heavy bureaucracy. In Lean management, governance should be:

Lightweight, evidence-based, and focused on outcomes.

WWShipCart example:

Leadership may review:

  • whether the international launch remains on schedule;
  • whether payment-security requirements are satisfied;
  • whether investment is producing customer value;
  • whether major risks require funding or scope changes.

Simple comparison

LPM responsibilityMain question
StrategyAre we pursuing the right goals?
InvestmentAre we funding the right work?
Portfolio governanceAre we controlling investment and achieving the expected outcomes?

Teaching line

Strategy decides where the organization wants to go. Investment provides the resources to get there. Portfolio governance ensures the organization remains responsible, compliant, and focused on results.

Story points: Fibonacci, Poker, Agile

Story points

Story points estimate the relative size of a user story.

They consider:

  • effort,
  • complexity,
  • uncertainty,
  • technical risk,
  • dependencies.

Story points do not directly mean hours or days.

A 5-point story is expected to be larger or more uncertain than a 3-point story, but it does not necessarily take exactly five hours or five days.

Fibonacci scale

use the Fibonacci-style sequence:

1, 2, 3, 5, 8, 13

The gaps become larger because uncertainty increases with larger work.

PointsTypical interpretation
1Very small, clear, little risk
2Small and well understood
3Moderate effort
5Larger, some complexity or uncertainty
8Complex, risky, or dependent on other work
13Very large or unclear; may need to be split

Example

For the Cart and Checkout feature:

User storyPossible estimateReason
Remove an item from the cart2Small, clear behavior
Update item quantity3Includes validation and total recalculation
Apply a promo code5Requires business rules and error handling
Complete checkout8Multiple steps and cross-team dependencies
Build the complete cart-and-checkout flow13Too broad; should probably be split

Planning poker

Planning poker is a collaborative estimation technique.

Each team member privately chooses a Fibonacci card for the story. Everyone reveals their estimate at the same time.

Process

  1. The Product Owner explains the user story and acceptance criteria.
  2. Team members ask questions.
  3. The team discusses effort, complexity, uncertainty, and dependencies.
  4. Each member privately selects a point value.
  5. Everyone reveals their value simultaneously.
  6. The highest and lowest estimators explain their reasoning.
  7. The team discusses the differences.
  8. Everyone estimates again.
  9. The process continues until the team reaches consensus or close agreement.
  10. The final estimate is recorded in Jira.

Example planning-poker discussion

Story:

As a customer, I want to apply a promotional code so that I can receive a discount.

Initial estimates:

  • User A: 3
  • User B: 5
  • User C: 8
  • User D: 5

Discussion:

  • The User choosing 3 assumed only one simple code.
  • The User choosing 8 considered expiration dates, usage limits, invalid codes, and payment integration.
  • After reviewing the acceptance criteria, the team agrees that the story has more complexity than first assumed.

Final estimate:

5 story points

Important teaching points

  • Story points are assigned by the team, not only by the Product Owner.
  • Planning poker is not a simple average.
  • The goal is shared understanding, not mathematical precision.
  • A large disagreement often reveals hidden assumptions.
  • A 13-point story should usually be reviewed and possibly divided into smaller stories.
  • Teams should not compare their story-point scale with another team’s scale.

Teaching line

Fibonacci gives the team an estimation scale. Planning poker gives the team a method for reaching a shared estimate.

REF: AI Tools/ChatGPT

How to Prioritize all the stories using MoSCoW

• Prioritize all the stories using MoSCoW

You assign every user story one of four MoSCoW priorities and then arrange the Jira backlog from highest to lowest priority.

PriorityMeaningGuiding question
Must HaveEssential for the feature or first usable releaseWill the feature fail or become unusable without this story?
Should HaveImportant, but a temporary workaround is possibleIs it valuable but not essential for the first release?
Could HaveDesirable enhancement with lower business impactCan it be removed with limited impact?
Won’t Have this timeExplicitly excluded from the current four-sprint roadmapCan it be deferred to a later release?

How you should prioritize

They should evaluate each story using:

  1. Business value — Does it directly support the customer’s main goal?
  2. Dependency impact — Do other stories or teams need it first?
  3. Risk reduction — Does completing it early reduce technical or integration risk?
  4. Legal, security, or compliance need — Is it mandatory?
  5. MVP importance — Is it required for a basic end-to-end customer journey?
  6. Time and capacity — Can it realistically fit within the four sprints?

GlobalZipCart example: Cart and Checkout

User storyMoSCoW priorityReason
Add a product to the cartMustThe cart cannot function without it
Update product quantityMustEssential cart-management capability
Remove an item from the cartMustRequired for a usable cart
Complete checkoutMustRequired to create an order
Calculate shipping and taxMustNeeded for an accurate order total
Apply a promotional codeShouldImportant business feature, but checkout can work without it
Save cart for laterShouldValuable, but not required for the initial purchase flow
Display product recommendations in the cartCouldHelpful enhancement, not essential
Create multiple named shopping cartsWon’t this timeCan be deferred to a later release

Important clarification

Must Have does not mean “I really want it.”

A Must Have story should pass this test:

“Without this story, can the assigned feature still deliver its essential purpose?”

If the answer is no, it is probably Must Have.

Jira backlog order

Within Jira, you should normally arrange stories in this order:

Must → Should → Could → Won’t Have this time

Within each category, they should further order stories by dependency, business value, risk, and logical delivery sequence.

For example, a foundational API needed by three other teams should appear above a user-interface enhancement, even when both are classified as Must Have.

Teaching line

MoSCoW identifies how necessary each story is. Backlog ordering determines which story should be delivered first.

ValidateNotNullOrEmpty

[ValidateNotNullOrEmpty()] is a PowerShell parameter-validation attribute.

It rejects values that are:

  • $null
  • An empty string: ""
  • An empty collection

Example:

function Show-ComputerName {
    param(
        [Parameter(Mandatory)]
        [ValidateNotNullOrEmpty()]
        [string]$ComputerName
    )

    Write-Output "Computer name: $ComputerName"
}

Valid call:

Show-ComputerName -ComputerName "PC01"

Output:

Computer name: PC01

Invalid empty value:

Show-ComputerName -ComputerName ""

Invalid null value:

$name = $null
Show-ComputerName -ComputerName $name

Why combine it with Mandatory?

[Parameter(Mandatory)]

requires the parameter to be supplied.

[ValidateNotNullOrEmpty()]

requires the supplied value to contain something.

They are commonly used together:

param(
    [Parameter(Mandatory)]
    [ValidateNotNullOrEmpty()]
    [string]$Path
)

Array example

function Test-Servers {
    param(
        [Parameter(Mandatory)]
        [ValidateNotNullOrEmpty()]
        [string[]]$ComputerName
    )

    foreach ($computer in $ComputerName) {
        Write-Output "Testing $computer"
    }
}

Call:

Test-Servers -ComputerName "PC01", "PC02"

Important limitation

A string containing only spaces is not technically empty:

Show-ComputerName -ComputerName "   "

To reject whitespace too, use:

[ValidateScript({
    -not [string]::IsNullOrWhiteSpace($_)
})]
[string]$ComputerName

A simple definition:

[ValidateNotNullOrEmpty()] ensures that a parameter value is not null, blank, or an empty collection.

Write-Error

Write-Error in PowerShell

Write-Error writes an error message to PowerShell’s error stream.

By default, it creates a non-terminating error. That means PowerShell displays the error, but usually continues with the next command.

Write-Error "The file could not be found."

Write-Output "The script continued."

Typical result:

Write-Error: The file could not be found.
The script continued.

Make it terminating

Use:

-ErrorAction Stop

Example:

Write-Error "The file could not be found." -ErrorAction Stop

Write-Output "This line will not run."

Now the error stops normal execution.

Use with try/catch

try {
    Write-Error "The server is unavailable." -ErrorAction Stop
}
catch {
    Write-Warning "The error was caught."
    Write-Warning $_.Exception.Message
}

Possible output:

WARNING: The error was caught.
WARNING: The server is unavailable.

Without -ErrorAction Stop, the catch block normally does not run because Write-Error is non-terminating by default.

Inside a function

function Get-LabFile {
    param(
        [string]$Path
    )

    if (-not (Test-Path -Path $Path)) {
        Write-Error "The file '$Path' does not exist."
        return
    }

    Get-Content -Path $Path
}

Call:

Get-LabFile -Path ".\missing.txt"

Error details

Write-Error can provide more structured information:

Write-Error `
    -Message "The configuration file is missing." `
    -Category ObjectNotFound `
    -ErrorId "ConfigFileMissing" `
    -TargetObject ".\config.json"

This creates an error record containing:

  • Message
  • Error category
  • Error ID
  • Target object

$Error

Errors written by Write-Error are normally stored in the automatic $Error variable.

Write-Error "Testing error storage"

$Error[0]

$Error[0] is the most recent error.

Write-Error versus throw

Write-Error "A problem occurred"
  • Non-terminating by default
  • Usually continues
  • Can be changed with -ErrorAction Stop
throw "A serious problem occurred"
  • Terminating
  • Stops execution immediately unless caught

Write-Error versus other output commands

CommandPurpose
Write-OutputSends normal data to the success pipeline
Write-WarningDisplays a warning
Write-VerboseDisplays detailed information when -Verbose is used
Write-ErrorWrites an error record
throwCreates a terminating exception

A useful rule:

Use Write-Error when an operation has failed but the caller may decide whether execution should continue. Use throw when the operation cannot safely continue.

Terminating error vs non-terminating error

Terminating error vs non-terminating error in PowerShell

Non-terminating error

A non-terminating error reports a problem but allows PowerShell to continue running the remaining commands.

Example:

Get-Content -Path ".\MissingFile.txt"
Write-Output "The script continued."

Possible output:

Get-Content : Cannot find path '.\MissingFile.txt' because it does not exist.
The script continued.

The file-reading command failed, but PowerShell still ran the next line.

Common examples include:

Get-Content ".\MissingFile.txt"
Get-Item ".\MissingFolder"
Write-Error "A problem occurred"

By default, many PowerShell cmdlets generate non-terminating errors.


Terminating error

A terminating error stops the current operation or script block. PowerShell does not continue normally unless the error is caught.

Example using throw:

throw "The configuration file is invalid."

Write-Output "This line will not run."

The second command does not run because throw creates a terminating error.

Another example:

$result = 10 / 0
Write-Output "Finished"

Division by zero produces a terminating error.


Main difference

FeatureNon-terminating errorTerminating error
Displays an errorYesYes
Continues to the next commandUsually yesNo
Automatically activates catchNoYes
Can be converted using -ErrorAction StopYesAlready terminating
Typical sourceCmdlet failurethrow, runtime failure, or -ErrorAction Stop

Why try/catch sometimes does not work

Consider:

try {
    Get-Content -Path ".\MissingFile.txt"
}
catch {
    Write-Output "The error was caught."
}

You might expect catch to run, but Get-Content normally produces a non-terminating error.

Therefore, PowerShell displays the error but may not enter the catch block.

To make it catchable, add:

-ErrorAction Stop

Correct version:

try {
    Get-Content -Path ".\MissingFile.txt" -ErrorAction Stop
}
catch {
    Write-Output "The file could not be read."
}

Now the non-terminating error is converted into a terminating error, so catch runs.


Full example

try {
    Write-Output "Trying to read the file..."

    $content = Get-Content `
        -Path ".\MissingFile.txt" `
        -ErrorAction Stop

    Write-Output "The file was read successfully."
}
catch {
    Write-Warning "The file could not be read."
    Write-Warning "Reason: $($_.Exception.Message)"
}
finally {
    Write-Output "The operation is complete."
}

Expected output:

Trying to read the file...
WARNING: The file could not be read.
WARNING: Reason: Cannot find path ...
The operation is complete.

The finally block runs whether the operation succeeds or fails.


ErrorAction values

Many cmdlets support the common parameter -ErrorAction.

Get-Content ".\MissingFile.txt" -ErrorAction Continue

Common choices:

ValueBehaviour
ContinueDisplay the error and continue; default behaviour
SilentlyContinueHide the error and continue
StopConvert the error into a terminating error
InquireAsk the user what to do
IgnoreHide the error and do not add it to $Error

For exception handling, the most important one is:

-ErrorAction Stop

Write-Error compared with throw

Write-Error

By default, it creates a non-terminating error:

Write-Error "The server was not found."

Write-Output "The script continued."

To make it terminating:

Write-Error "The server was not found." -ErrorAction Stop

throw

throw creates a terminating error:

throw "The server was not found."

Use throw when the script cannot safely continue.


Simple rule

A non-terminating error reports a problem and usually continues. A terminating error stops normal execution and can be handled by try/catch.

When using a cmdlet inside try, commonly write:

try {
    Some-Command -ErrorAction Stop
}
catch {
    Write-Warning $_.Exception.Message
}