Background

Nadlan-Harris Property Management Inc. manages more than 15,000 doors across Ontario, with a growing presence in the Greater Toronto Area, Ottawa and the Niagara region. The company has experienced significant managed growth. Over a five-year period, its portfolio expanded from approximately 60 condominium corporations to more than 110. According to Vice President Ari Soroka, much of that growth has come through word-of-mouth referrals and a commitment to providing a high level of personal service. As Vice President, Ari’s priority is to give regional leaders, supervisors and property managers the tools they need to support their communities and perform at their best. That becomes increasingly important as the company expands into new regions and takes on more communities.

Challenges

Growing without overburdening managers

Like many property management companies, Nadlan-Harris operates in an industry facing a shortage of licensed condominium managers. For Ari, the answer is not simply assigning more corporations to every manager. A portfolio of four large communities may require more work than six smaller ones. Manager capacity must therefore be evaluated based on the number of units, complexity of the communities and actual workload involved. Nadlan-Harris is committed to ensuring managers are not overloaded to the point where service becomes reactive or employees are under constant pressure. At the same time, some condominium corporations are moving away from the traditional five-day, full-time manager model to reduce costs. A manager may only be assigned to one community three days per week, but the property management company still needs to provide that employee with a full workload and maintain consistent service across every assigned community.

Meeting higher expectations for communication

Resident and board expectations continue to increase. People expect faster responses, clearer information and greater visibility into what management is doing. Traditional email chains, individual notes and disconnected service records make it difficult for boards to see what is happening. They also make it harder for company leadership to determine whether service standards are being met across a growing portfolio.

Demonstrating that technology creates value

Technology can sometimes be viewed as another expense on a community’s budget. Nadlan-Harris needed to show boards that the right technology is not simply a cost. It is an operating tool that helps managers use their time more effectively, allows leadership to identify service gaps and gives boards greater transparency.

Solution

Nadlan-Harris uses Condo Control to create a more visible and accountable service environment for managers, company leadership and condominium boards. The platform gives the company the ability to track communication between residents and management, view response timeframes and provide boards with clearer oversight into the service being delivered. Leadership can also generate reports that show where managers may require additional support, including situations where responses are falling outside established service levels. Rather than relying exclusively on status meetings, email updates or waiting for a board complaint, Nadlan-Harris can use visible activity and response data to identify where attention is needed. Condo Control’s virtual meeting capabilities have also given the company another service it can offer its clients and an additional source of revenue.

Implementation

Helping managers remain proactive

Nadlan-Harris wants managers to have enough capacity to anticipate potential problems, not spend every day reacting to the latest request or complaint. Technology helps make flexible staffing models more sustainable. When a manager is assigned to a community for three days instead of five, the right tools help that person remain organized, responsive and effective while supporting additional communities. For Nadlan-Harris, this is the cost-versus-benefit conversation that matters. A community can either pay for more on-site management time or equip its existing manager with tools that help them make better use of the time available. The objective is not to load managers with as many doors as possible. It is to help each manager support an appropriate workload without allowing service quality to decline.

Giving boards clear service visibility

Boards increasingly want evidence that management is responding to residents and meeting agreed-upon standards. With Condo Control, boards can see communication activity and the timeframes associated with management responses. This creates transparency for the board and accountability for the property management company.

Showing leaders where managers need support

Portfolio growth creates a visibility challenge. Executives and regional managers need to know where work is falling behind without manually reviewing every email or waiting for an escalation. Condo Control’s reporting gives Ari a clearer view of where managers are not responding in accordance with the company’s service levels. Leadership can then provide support, coach the manager or review the workload before the issue becomes more serious. This supports a more proactive operating model. It gives Nadlan-Harris an earlier opportunity to address workload or service issues while reinforcing consistent standards across the portfolio.

Supporting personal communication at scale

Communication is a major part of Nadlan-Harris’s service model. Ari does not want managers to rely on impersonal, cookie-cutter responses. Digital tools and document libraries provide structure, but managers are still encouraged to understand the individual resident, board member or vendor they are communicating with. People need to feel that they have been heard and that the response was written for their situation. Condo Control helps create the record, visibility and accountability around those interactions without removing the personal approach that differentiates Nadlan-Harris.

Creating an additional virtual-meeting revenue stream

Nadlan-Harris also uses Condo Control’s virtual meeting capabilities to expand the services available to its clients. The ability to host virtual meetings gives the company another revenue opportunity while helping communities conduct important meetings without the costs and logistical requirements of a fully in-person event. This allows technology to contribute to the property management company’s value beyond its core management fee. It becomes a service the company can package, deliver and potentially monetize.

Nadlan-Harris’s Growth and the Role of Condo Control

Conclusion

Nadlan-Harris’s experience demonstrates that growing a property management company is not simply a matter of adding more communities or assigning more doors to every manager. Sustainable growth requires visibility into manager workload, consistent service standards and tools that help managers remain proactive. It also requires a way to prove that service to the boards that have entrusted the company with their communities. Condo Control gives Nadlan-Harris the visibility to monitor response times, identify managers who need support and provide boards with greater transparency. It also enables the company to add services such as virtual meeting hosting that can contribute to revenue and client value. Most importantly, the technology supports rather than replaces the company’s communication-first approach. Managers can continue delivering personal service while leadership gains the operational visibility needed to manage a growing portfolio.