Growth | Performance | Wealth

Property managers are system focussed and are more often than not, salary based employees. They lean more towards being in a stable and supportive environment that allows them consistency and routine. Business developers are sales based. They are usually driven by the sales cycle with reward and recognition being their primary focus. They are generally not happy if they are not writing new business and being remunerated for it. What this means is that, the property management

It is becoming more popular these days to have a property management only business. The marketplace has noticed that some sales or broker businesses, may not have their primary focus on their property management clients. Saying that I work with many businesses who have acknowledged this themselves and are now ploughing resources into their property management business, in an attempt to offer a specialized property management service to their clients. Either way, one thing tha

So you have decided to employ a business developer to grow your business, that’s awesome! Now what do they do? Generating and securing new business is a very complicated task. It, in fact, is a department of its own within your property management business, and has many moving parts. Just employing a business developer won’t grow your business, they will need a framework to operate within and a way to measure success, such as weekly or monthly KPI’s. Let’s break up the respon

For an agency, growth is a critical factor to both, building the rent roll as an asset, and offsetting natural attrition. As the agency gets bigger this attrition becomes a bigger hurdle. In smaller agencies, often sales into the rent roll, and referrals from both staff and clients, are often enough to keep up with this attrition. Once a rent roll starts to exceed 300-400 properties, there requires a need for a specialist business developer to drive new business for the agenc

Every time I say the word growth to a principal, their ears prick up. I come across very few principals who aren’t excited about the prospects for growth, however, I do come across many principals who have accepted the ‘status quo’ and believe that it is all too hard. They then become discouraged about this exciting opportunity and nothing happens. In most cases, growth requires an injection of cash into the business. In an attempt to offset this, the principal often opts to