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For developersYour project sells once. Its reputation sells every day.
Hotel-grade management for condominium, purpose-built rental and mixed-use buildings. The same operating discipline we apply to hotels, applied to a building whose residents notice everything and whose owners read one report a month.
A completed building is not yet a finished asset
A developer's work is judged twice: at the sales centre, and then every day for the next twenty years by whoever lives in the building. Lobbies that look tired at year three, a concierge desk nobody is behind, elevators on reactive maintenance, a parcel room in permanent disorder — these do not appear in the pro forma, and they set the resale price of every remaining unit and the credibility of the next launch.
Hotels solved this a century ago. The systems are standard operating procedures, planned maintenance, trained duty staff and one number that says whether the building is being run properly. We bring those systems across without the hotel cost base.
What we run
Engaged in whole, or as a defined package alongside a property manager or condominium corporation already in place.
Concierge and front desk
A staffed desk with a script and a standard behind it: arrivals, visitor management, parcel and delivery control, amenity and guest-suite booking, resident requests logged and closed rather than remembered.
Security and duty cover
Round-the-clock cover with defined patrol routes, access control and camera review, incident logging, and an escalation path that residents and the board can both see.
Building systems
Planned rather than reactive maintenance on life safety, HVAC, elevators, pumps, generator and domestic water — with the service contracts tendered and held to, and equipment life tracked against the reserve fund study.
Common-area housekeeping
Hotel specification and hotel frequency: lobby, corridors, amenity floors, fitness and pool areas, garbage and recycling rooms, parking levels. Written schedules, spot-checked.
Resident experience
Move-in coordination, amenity programming, a single channel for requests and complaints, and satisfaction measured rather than assumed. Quiet buildings are managed, not lucky.
One report a month, and it says what actually happened
Owners and boards are usually given either nothing or three hundred pages. We report the way we report a hotel: a short monthly statement with the operating numbers, the maintenance completed against the plan, incidents and how they closed, resident satisfaction, and the items that need a decision — with a recommendation beside each one.
- Monthly operating statement against budget
- Planned maintenance completed and outstanding
- Incident log with resolution and open items
- Resident satisfaction and complaint themes
- Reserve fund and capital items coming due
- Decisions required, each with a recommendation
What developers ask us first
Do you replace the condominium property manager?
Not necessarily, and in Ontario the licensed condominium management functions must sit with a licensed provider. The common arrangement is that we run the service layer — concierge, security, housekeeping, planned maintenance and resident experience — alongside the property manager and the board, under a defined scope with defined reporting. Where a developer still controls the corporation, we can be engaged directly.
Is this worth it on a rental building rather than a condominium?
Often more so. In purpose-built rental the operator captures the upside directly: hotel-standard service supports rent, reduces turnover and shortens vacancy, and a well-run amenity programme supports the rent rather than merely costing money. The reporting is also simpler, because there is one owner rather than a board.
At what stage should we bring you in?
Ideally during design, because the service model has physical consequences: where the concierge desk sits and what it can see, parcel room sizing for the volume the building will actually receive, staff washroom and back-of-house provision, loading and moving routes, camera coverage. Retrofitting these after occupancy is expensive and usually compromised. Failing that, at least six months before first occupancy so the team is hired and trained in time.
How is this priced?
A management fee plus the direct cost of the staffing and service package, both quoted after a walk-through and a look at the building's drawings and current contracts. There is no procurement mark-up: service contracts are tendered and the pricing is visible to you.
Send us the building
Address, unit count, amenity list and the current service contracts are enough for a first read. We will come back with what we would change, what it would cost and what it would be worth.