“At Colliers, we are provided with the resources, opportunity, motivation, and authority to execute our tasks without excessive bureaucracy, but at the same holding us accountable for our actions. This is my definition of empowerment in the workplace, which makes us more proficient and the work convenient.”
Colliers is a great company; flexibility to work where it works for everybody prior and during pandemic is a key difference in the coming years. It also has a great work culture.
I always believe in a person’s destiny. My early stint and training in interior design companies, architectural firms, furniture design and manufacturing business, facilities and property management, and design and construction were all interrelated experiences that elevated my skill sets more than a notch ahead of my contemporaries.
I was in the last phase of my MBA studies when I had a chance to meet my colleague in Ateneo Graduate School of Business Jet Ilaga, and was offered a position to join his team at Colliers. Within six months, I became a part of his strong team.
I started my career in Colliers as property manager of Sun Life Centre in 2014. In 2016, I was offered the general manager position for One Serendra, but opted to handle project sites instead as a senior manager/account manager. Since then, I have been an operator at REMS, handling various project sites and assisted in the business development side by pitching to clients.
As one of the key officers of REMS, I made it a point to ensure a worry- and problem-free operations across all the project sites I handle. As soon as a project is endorsed and handed over, I see to it that everything will fall in its proper place. The top three challenges are hiring and maintaining quality staff for a project; annual revenue growth and collections; and complaints from residents or clients.
Staff turnover can be expensive, so I look into the long-term potential of candidates who will fill in key positions. Character is of utmost importance and training is secondary key to elevate their skills.
While revenue growth and collections for REMS were affected by the pandemic, our services, specifically property management, has remained intact during these challenging times. However, retention of a project is key to ensuring a continuous stream of revenue.
Resident complaints and fault finding are already part of our day-to-day interphase with condo unit owners. I make it a point to regularly engage with condo unit owners and clients; in this manner, complaints are received first-hand and provided with action plans, which residents appreciate.
We consider Jet Ilaga our mentor and this is one of the leadership qualities he shared to all of us and is also one way of keeping my boss stress-free to ensure a sound and healthy condition.
3. How important is the discipline of property management has become during the Covid-19 pandemic?
Even before the pandemic, clients and unit owners have been a challenge for all of us in terms of delivering what is expected of our service commitments in providing a safe environment. When the pandemic struck in 2020, we immediately got our workplaces ready with the detailed plans provided by REMS team; careful preparation, execution, and clear communication to our respective team and clients were key in achieving a safe environment and a high level of customer satisfaction.
The pandemic was not anticipated so there were no existing best practices or blue book on hand. The REMS team collaborated and shared safety protocols implemented at work sites. Work from home or work wherever you want, for as long as you don’t stop the ball rolling.