Resort News, March 2026, Issue 355

MASTERING MANAGEMENT RIGHTS

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Agreements Health Check – New agreements vs top-ups, decoupling your manager’s lot to unlock more value, and building committee and lot owner support before the process begins. By Mahoneys.

P&L Preparation – Tighter wage addbacks, cleaning up personal expenses, and what Form 6 audits are targeting this year. By Holmans.

Time-Saving Automations– One system to streamline operations, ownership transitions, digital signing and resident communications. By MYBOS.

Maximise Tomorrow’s Value – Real case studies, market snapshots, data-driven pricing insights and an exclusive new listing reveal. By ResortBrokers.

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The true story of MLR

Management rights do not belong to one type of person.

Spend five minutes in this sector and you will meet former agents, hoteliers, accountants, tradies, nurses, farmers and cross-Tasman risk takers.

Some arrive with decades of experience, others with just spreadsheets and optimism, and a very fast education.

That diversity is exactly why this edition’s Special Report on new entrants matters so much.

Management rights is not something you casually step into. It is commercial, regulated and deeply people-focused. You are entering a live environment filled with personalities, opinions, expectations, investors, guests and a committee, all of whom will

Mandy Clarke, editor@resortnews.com.au

test your communication skills. In the background sits a calendar of tasks that waits for no one.

And yet, new operators continue to put their hands up.

This month we introduce a family who are just two months into their first scheme. They are still in the thick of learning the ropes, refining systems and finding their rhythm. There is something honest about capturing operators at this stage. Not after the dust has settled, but while the pace is real and the responsibility is new. We plan to revisit them in a year’s time to see how their confidence, processes and perspective have evolved. That, to me, is the true story of management rights. Not just the purchase, but the progression.

Our Person of Interest this month, Todd Warner, reinforces that there is no neat career ladder into this sector. Construction supplies, global liquor brands, pub management, a film set and even eviction

driving on reality television are not the usual stepping stones into brokerage. It is that breadth of experience that gives him perspective in a complex market.

March also brings International Women’s Day. We are seeing more women managing buildings, leading agreements, chairing committees and driving conversations confidently at the table. Visibility matters. If you’ve ever thought about putting your hand up for a leadership role within ARAMA, consider this your nudge.

Enjoy this edition of Resort News and, if you know someone circling the idea of entering the industry, pass it on.

Mandy Clarke, Editor, Resort News

Buying management rights:

What first-time buyers need to know

By Mandy Clarke, Editor

There is something about a management and letting rights business (MLR) that continues to draw new people into the sector.

Why? Because it blends contracted income, real estate ownership and operational control into a single structure. For some buyers, that combination represents security backed by tangible assets. For others, it off ers a structured investment underpinned by agreement-based income streams and defined agreements.

Unlike purchasing a motel, café or rent roll, buyers enter a layered contractual environment where governance, compliance, personalities and community sit alongside the commercial realities of running a handson, multi-dimensional business. The opportunity is genuine. But the adjustment, and the workload, should never be underestimated.

This month’s special report brings together brokers, valuers, finance and legal advisers, consultants, trainers and operators to examine what new entrants should understand before committ ing capital, and what the first months onsite often reveal once the keys change hands.

Even experienced operators are continually learning, research should never be underestimated

– Alex McCowan, Accom Valuers

How the model works

At its core, management rights has two main components.

There is the caretaking agreement with a body corporate, covering the maintenance and oversight of common property within a residential, holiday or mixed complex. Then there is the lett ing business, where the onsite manager handles rentals on behalf of investor owners within that same scheme. In many cases, the manager also owns and lives in a designated residence onsite.

Income typically combines fi xed caretaking remuneration with long- or short-term lett ing commissions. Depending on the building, there may also be additional revenue streams through unit sales (where appropriately licensed), external lett ing, commercial tenancies, cleaning services or other related off erings.

What sets the model apart is its contractual structure. It operates under strata and property legislation, requires disciplined trust accounting and relies heavily on committee relationships. Duties are clearly defined, and performance must align with the agreements in place.

Due diligence, research and finance

If there is one area where experienced contributors speak almost unanimously, it is pre-purchase preparation.

Alex McCowan

Valuer Alex McCowan of Accom Valuers is direct about where buyers should begin. “The first and most important step is research,” he says. “And once you think you understand what you are looking at, research again.”

He encourages buyers to spend time on specialist portals, speak with multiple agents, review comparable listings and connect with industry body, ARAMA for early guidance.

“Even experienced operators are continually learning,” he adds. “Research should never be underestimated.”

Finance is another area where groundwork pays off, although from a lender’s perspective the starting point can look diff erent.

Residential or short-term: Where to begin?

The residential versus short-term debate continues to generate discussion.

Mike Phipps of Mike Phipps Finance says aspiring buyers can invest significant time researching the sector, inspecting properties and even completing licence courses, only to discover when they first speak with a financier that their borrowing capacity does not align with the type of MLR they hope to secure.

“In my view, the very first step is to establish your purchase price range.” Early conversations, he explains, can reveal misunderstandings that might otherwise cost buyers thousands if they proceed to contract only to fall short at the finance stage.

He believes understanding your full financial position, potential risks and realistic borrowing capacity is essential.

“Sometimes that means telling someone the dream is over,” he says. “It’s a tough conversation, but it’s better to know early.”

Craig Johnson, Broker, Hotel Resort Sales agrees that one of the first practical steps should be understanding borrowing capacity.

“A good broker will often suggest consulting a management rights specialist finance broker early,” he says.

That figure sets the parameters. It allows the broker to source businesses within a realistic price range and ensures the scale of the opportunity aligns with what the banks are prepared to support.

Trent Pevy, Director at Pevy Lawyers, explains that the transactional process can surprise new entrants.

“In Queensland, buyers typically sign a contract and then are aff orded several weeks

Short-term accommodation can deliver stronger upside, but requires tighter revenue management, staffing oversight and constant guest engagement

– Michael Philpo , Tourism Brokers & MR Sales

to carry out due diligence,” he says. “It often seems foreign to first-time buyers that lawyers are rarely involved during initial negotiations. But that is the norm in this sector. Trust the process.”

That structure allows buyers to secure the deal before investing heavily in valuations and specialist advice, but it also means discipline is essential during the due diligence window.

Michael Philpott of Tourism Brokers & MR Sales notes that while MLR purchases remain well supported by lenders, the sector is not universally understood.

“Very few bankers have a detailed understanding of the MLR model,” he says. “Without the right expertise, you can waste significant time. Engage industry professionals early.”

Bobo Qi, Co-founder and Director of Property Bridge, reinforces that assembling the right team is critical.

“Set yourself up for success and engage a reputable management rights agency,” she says. “They can refer you to appropriate specialists.”

The experts’ collective message is simple. Do the work. Ask the questions. Surround yourself with the right people before you commit.

Paul Shih, CEO of PRET Australia, emphasises buying the largest business appropriate to a buyer’s financial and management capability. For most first-time entrants, he recommends predominantly residential complexes as a more stable and predictable starting point.

“They allow new operators to build systems, understand trust accounting and develop committee relationships before adding higher operational intensity,” he says.

Consultant

Rebecca McCarthy of McCarthy Management Rights Services warns that starting too large often results in a first year spent firefighting.

“The best first purchase is one you can master, not just manage.” She suggests a manageable scale of around 30 to 50 lots can provide exposure without overload, particularly if the mix is clear and staffing requirements are limited.

Michael Philpott acknowledges that short-term accommodation can deliver stronger upside, but requires tighter revenue management, staffing oversight and constant guest engagement. “Cashflow is key,” he says. “Short-term can be grown quickly, but it has more moving parts.”

No one suggests avoiding opportunity altogether, only being measured about when, how much and how quickly you take it on.

Education and expert guidance

Across the board, contributors agree on one point: no one should go it alone. This is a specialised sector and by surrounding yourself with advisers who understand the model, you are protecting the investment you are about to make.

Rebecca McCarthy says structured training, due diligence guidance, and pre- and post-sett lement support are critical for first-time buyers. In her experience, this significantly increases the likelihood of early stability and long-term success.

Trent Pevy also reinforces the importance of specialist legal advice familiar with the sector’s contractual nuances.

Management rights transactions follow their own processes. Relying on a generalist lawyer unfamiliar with the industry can create risk at exactly the point where clarity matters most.

The same principle applies to accountants and valuers. Buyers are regularly cautioned against relying solely on a vendor’s existing reports in the interest of saving time. It is critical to engage professionals who understand multiplier methodology, agreement term sensitivity and benchmarking within the MLR sector.

Bobo Qi encourages early engagement not only with advisers but with the wider industry community. “Join ARAMA, undertake the essential industry introductory course and surround yourself with people already in the sector,” she says. “Industry events provide insight you won’t get from a brochure. Also obtain your real estate licence early.”

Ideally, education begins well before sett lement.

For those formally entering the industry, enrolling in the MRITP, the Management Rights Industry Training Program delivered through ARAMA, is widely regarded as foundational.

Paul Shih is equally direct about the role education plays.

“Management rights is not an intuitive business,” he says. “It is regulated, technical and relationship driven. Buyers who take the time to understand agreements, trust accounting and governance structures before purchasing make better decisions and transition faster.

“New entrant success is about maximising learning and sustainability, not chasing the biggest income on day one. Structured training builds capability and confidence. Without it, the first year can feel reactive rather than strategic.”

The manager’s residence: Emotion vs economics

For many buyers, nothing carries more excitement or emotional weight than purchasing the manager’s residence. A home and business asset in one but that dual role can easily blur judgement.

Calvin Bailey from Calvin Bailey Management Rights echoes that the residence is often the most emotional part of the purchase. And he says being prepared to “park that emotion, at least initially”, can make a significant diff erence.

The right entry point should challenge you without overwhelming you

– Greg Litzner, Ras360

“A tired manager’s unit can usually be refreshed over time and improved to suit personal taste, often with the added benefi t of value uplift when it comes time to sell,” he says.

“If the residence is central to the decision, however, it can still be a deal breaker. The key is to be a litt le visionary. Look past dated finishes and consider what a soft furnishing update or light refurbishment could achieve. Not every apartment needs to be perfect on day one.”

But remember, a tired apartment can be upgraded but an underperforming business is harder to fi x.

Craig Johnson cautions against lett ing lifestyle appeal overshadow fundamentals.

“Some buyers prioritise a ‘nice unit’,” he says, “but how that plays out depends largely on how long the asset is held. A two-bedroom manager’s residence bought in 2019 for around $700,000 may now be reselling in the $1.1 to $1.2 million range in certain markets. Time can shift the numbers. Exit too quickly and that capital growth may not materialise.”

Bobo Qi adds that when the residence carries a disproportionately high value relative to business income, it can narrow the pool of future buyers, and, in some cases, make finance more challenging.

This dynamic has become more pronounced in recent years as real estate values have climbed sharply in premium markets. When residential growth runs ahead of business income growth, aff ordability and resale can become more challenging.

In response, the industry has seen a growing trend towards separating the business from the real estate in certain circumstances, particularly in high-value coastal markets. Business-only models can improve accessibility for some buyers, but they come with structural trade-off s.

Alex Cook, Director of ResortBrokers, explains the governance implications of this.

“Business-only management rights are becoming more common, but they come with inherent limitations,” he says.

“Without owning a unit, you have no voting rights and therefore can’t submit motions at general meetings. Owning a lot in a scheme can therefore be critical to long-term saleability, particularly if you need to propose motions such as agreement top-ups or want a say in the direction of the scheme.”

He adds that holding an office on title can be an eff ective alternative, as it confers the same voting and motion rights. “Without title ownership, you’re ultimately dependent on a supportive lot owner to act on your behalf.”

Greg Litzner, Broker, Ras360 adds a practical perspective.

“The residence needs to support efficiency and visibility, but it should also allow you to switch off. Longterm satisfaction often comes down to that balance.”

Lifestyle matters. But the numbers still need to stack up.

Agreement term, multiplier and long-term value

Beyond Net Operating Profi t, one of the most misunderstood elements for new entrants is agreement term.

Management rights businesses are valued using a multiplier applied to verified Net Operating Profi t. That multiplier is influenced by several factors, including the remaining years on the caretaking and lett ing agreements, the condition and location of the complex, the number of body corporate schemes involved and the overall operational profile of the business.

Shorter agreement terms generally att ract lower multipliers. Agreements that have been topped up and carry stronger remaining terms tend to att ract higher ones. This is not theoretical. It aff ects borrowing capacity, finance terms and ultimately resale.

Michael Philpott looks at it through a return lens. “The return on total funds invested should sit comfortably above 12 percent, ideally closer to 15 percent,” he says. “If the residence value outweighs income, finance becomes difficult.”

Considerations for upgrading internet performance

Guest expectations are changing, the benefits of upgrading your building’s internet:

Tourism Impact: Discerning visitors now view fast and reliable internet as a key factor when choosing accommodation.

Online Reviews: Guest feedback increasingly reflects internet performance, which can influence future bookings.

Real Estate Appeal: Buyers and tenants are seeking homes that support remote work — high-speed internet is now essential.

Holiday Letting Performance: Buildings with excellent internet tend to enjoy be er reviews, stronger brand recognition, and increased occupancy and revenue.

What internet upgrade options should I choose?

Option A: New CAT cabling to each room. Improves speed over traditional lines but doesn’t support gigabit performance. Installation is costly.

Option B: Wireless distribution across the building. Cost-e ective but unreliable due to interference from building materials and layout.

Option C: Fibre optic cabling to each apartment.

O ers excellent performance but comes with high installation costs and device upgrade requirements.

Option D – Recommended: Gigabit fibre delivered via existing TV coaxial cables. This solution:

o Delivers speeds up to 1.5 Gbps (1,500 Mbps).

o Involves minimal disruption and cost.

o Is fully managed and warranted.

o Has proven success with existing installations.

…with the flick of a switch our internet services moved to world class Gigabit capable internet. Resident and guest satisfaction has skyrocketed with the availability of fast, reliable industry leading internet, which allows our resort to include phone, video and streaming services never before offered. Absolutely Brilliant!”

– Eric van Meurs, Manager Atlantis Marcoola Beachfront Resort and past ARAMA President (Australian Resident Accommodation Managers Association.)

From a valuation perspective, Alex McCowan says buyers often focus on the headline multiplier without fully understanding what sits behind it. “We’re frequently asked how multipliers are determined and why the industry uses them instead of yields,” he says. “A multiplier, or ‘years’ purchase’, is simply another way of expressing yield. A 20 percent yield equates to a 5.0 times multiplier. The higher the yield, the lower the multiplier.”

The maths is straightforward. The judgement behind it is not.

“The applied multiplier depends on several structural factors,” Alex explains. “Years remaining on the agreements, whether a manager’s lot is included, the number of schemes involved and the stability of the income all matter.”

Businesses trading above 6.0 times are generally seen as stronger operations, often reflecting higher net operating profi ts and more secure agreement structures. There is no universal benchmark. Each business stands on its own fundamentals.

Agreement term may not feel pressing at the time of purchase, particularly when lifestyle and current income are front of mind. But it becomes central when refinancing, topping up agreements or preparing for sale. A solid remaining term, clearly defined duties and steady income give banks, valuers and future buyers confidence. And confidence is what ultimately supports value.

Letting pools: Stability, retention and opportunity

Lett ing pool numbers only tell part of the story. At first glance, buyers often focus on the size of the pool. But as several contributors point out, numbers alone rarely reveal the full picture.

Alex Cook says that what ultimately matters is value, not just volume. “It’s not just about the number of units in the lett ing pool, but the value of that pool,” he says. “Even if the pool is shrinking, rising rents can still drive higher returns.”

Modern property management systems can calculate annualised income instantly. A drop from 60 units to 45 may look alarming in isolation, but if rental growth has materially increased commission income, the business may still be strengthening.

However, pool stability is not automatic.

Michael Philpott suggests looking closely at historical patterns. “If owners have held consistent numbers for years, that can signal stability,” he says. “But it can also signal complacency.”

Long-term consistency can indicate strong relationships and owner loyalty. It can also mean the pool has plateaued, with limited active eff ort to retrieve externally managed units or convert owneroccupiers back into the lett ing pool.

What I learned is that you also need to understand agreements, power dynamics, and when to say no — politely, but firmly

– Lívia Szikora

Calvin Bailey highlights the value of the onsite manager within a scheme. In many cases, they hold the largest financial stake. That investment creates strong alignment and a genuine commitment to protecting investor owners’ assets and the overall performance of the property.

It also places them in a strategic position when apartments within the complex are listed for sale.

“That position provides a strategic advantage. Managers who hold a full real estate licence, or who partner eff ectively with specialist agents, can protect and grow their lett ing pool by ensuring sales transition to investor owners who remain within the onsite management structure.”

Malcolm O’Farrell, Broker, Ras360 extends that view beyond the boundaries of the complex. “In some locations, surrounding buildings or nearby suburbs may present external lett ing potential.

For residential operators, that can provide additional income streams and strengthen overall resilience.”

Greg Litzner adds that when assessing lett ing pools, stability often comes down to structure and owner mix. Residential complexes typically provide steadier income and lower operational intensity, which can make them a stronger foundation for first-time buyers before stepping into more complex short-term models. At the same time, retention matters as much as growth.

Lett ing pools are not guaranteed. Owners will move to outside agents if service slips or relationships weaken. For new operators, protecting the existing pool is often more important than chasing expansion.

Understanding the ownership mix is essential. Some buildings off er genuine win-back potential. Others are largely owner-occupied with limited room to grow. Neither is better or worse, but both need to be understood.

Growth is possible. It simply requires strategy, communication and consistency.

Governance, committees and boundaries

Most new entrants assume the day-today operations will be the hardest part. In reality, it is often the governance side of the role that takes longer to truly get comfortable with.

“I thought if I worked hard and did the right things, it would all fall into place,” management rights owner, consultant and author of Not Just Caretakers, Lívia Szikora says. “What I learned is that you also need to understand agreements, power dynamics, and when to say no—politely, but firmly.”

That lesson tends to arrive quickly. Management rights owner-operator Marion Simon describes some days as a live chess game. “You are dealing with committees, managers, owners, guests, councils and contractors, often all at once.”

The tasks themselves may be manageable. It is the personalities, expectations and shift ing priorities that require judgement.

Malcolm O’Farrell notes that not all schemes operate the same way. The size of the complex, the number of bodies corporate involved, and the committee dynamics can significantly influence daily pressure. For a new operator, that can shape the entire first year.

Greg Litzner reinforces why choosing the right first business matters. “The right entry point should challenge you without overwhelming you,” he says.

Over time, most operators find their rhythm. But early on, this is often where reality sets in. Management rights is not just about maintaining a building or running a lett ing business, it is equally about working within a community, under a contract.

Recognising red flags

When asked what might indicate a business is too demanding for a new operator, our contributors were remarkably aligned.

Rebecca McCarthy flags: “If profi t relies on the manager doing all hands-on work, or if systems are undocumented and rely entirely on the seller’s personal knowledge, that is a warning.”

She also adds that high volatility, seasonal swings, heavy staff dependence without clear procedures, ageing infrastructure and no post-sett lement support increase operational challenges.

Malcolm O’Farrell suggests that complexity tends to rise where there are multiple bodies corporate, significant maintenance backlogs or ongoing committee disputes. Those factors can quickly increase operational pressure.

Greg Litzner points out that businesses relying heavily on staffing, tight margins or constant hands-on involvement may present a steeper learning curve for first-time buyers.

Craig Johnson raises the issue of identifying limited staffing budgets. He says in larger complexes this can quickly lead to burnout for inexperienced operators. “A business can look strong financially, but the real question is whether it’s sustainable for the person who has to run it.”

Michael Philpott reminds buyers that personal circumstances matter as much as financial metrics. “A family with young children may struggle with fi xed office hours and heavy caretaking obligations,” he says. “The business needs to match the stage of life you’re in.”

From a finance perspective, Mike Phipps says several red flags warrant scrutiny. Owner-occupation risk sits at the top of his list. Agreement terms that have been run down are a serious concern, as are profi t and loss statements prepared for sale that may not be sustainable. He cautions that the industry standard adjusted net profi t is unlikely to reflect what a buyer will earn without increasing gross revenue.

He also points to agreements that have been topped up or modules changed with significant increases in duties but

insufficient increases in body corporate salary, as well as gett ing the unit-tobusiness value ratio wrong. He challenges the idea of automatically “starting small” if greater borrowing capacity exists. The core business model does not materially change as buildings grow, he says. The diff erence is scale. In smaller schemes, you may be doing everything yourself; in larger properties, responsibilities are often supported by staff.

Despite these cautions, his overall view of the sector remains pragmatic. He describes MLR as one of the few going-concern businesses where a first-time buyer can be prett y confident of achieving success.

“The only sure-fire way to kill one of these,” he says, “is to be a terrible people person. The rest is relatively straightforward.”

The first six months onsite

After months of research, negotiation and due diligence, the first morning onsite can feel both exciting and confronting.

Marion Simon, who purchased Boulevard North Holiday Apartments on the Gold Coast after moving to Australia, describes her early months as a whirlwind.

“There is so much to learn, absorb and adapt to all at once,” she says. “You are living in a goldfish bowl. Your actions are far more visible than in most other businesses.”

For Marion, the shift was operational, cultural and personal.

“You can invest heavily in the business, yet still have litt le direct control, particularly when working alongside a body corporate committee,” she explains.

“Running a trust account was daunting at first. Accuracy and compliance are nonnegotiable. There is no room for error.”

Lea Andrews of The Boathouse Apartments, Airlie Beach shares a similar experience.

“You wear many hats every day,” she says. “You are managing people, compliance, finances, expectations and emotions.

Learning how to prioritise without treating everything as urgent takes time.

“Systems matter, but relationships matter more. Our success is built on trust with owners, committee members, contractors and guests.”

Lea believes clear communication and sett ing expectations from day one makes a significant diff erence.

Lívia Szikora highlights the blurred line between home and work. “You do not just work there, you live there,” she says. “The mental load is the hardest part. You are always switched on.”

And good work often goes unnoticed. “When things run smoothly, no one says anything. When something goes wrong, everyone notices.”

None of these reflections are complaints. They are observations from people who have stayed the course.

Building steadily

Confidence in this sector is built over time. It comes from education, structure and staying engaged well beyond sett lement day.

The operators who thrive are the ones who take the time to understand their agreements, learn how committees operate and build steady relationships within their scheme. They listen first. They adjust. They stay measured. If approached with clarity and patience, management rights can deliver exactly what many entrants are seeking: longevity, control and value built gradually over time.

Change tenancy laws to ease housing crisis

By Trevor Rawnsley, CEO, ARAMA

Australia is facing one of the worst housing environments in decades.

Soaring property prices and skyrocketing rents have combined with a shortfall of necessary homes to create a national homelessness disaster.

Queensland’s social housing waitlist is growing steadily, with more than 56,000 people registered and hoping for a home. In some areas, the waitlist stretches into years.

New housing construction across the nation has not kept pace with population growth, creating a significant deficit, particularly in urban areas. Some estimates suggest that despite a recent uptick, Australia still needs another 300,000 properties to cope with a population now exceeding 27.5 million.

By contrast, there were 251,000 short-term rental properties registered across Australia in September 2022. A significant proportion of

these are standalone houses in suburban areas that can sit empty for periods of time.

In another staggering statistic, 1,043,776 Australian dwellings were listed as empty on census night in 2021.

Some of these million-plus houses were vacant because they were being sold and awaiting new owners, but many are used as holiday homes and are often left unoccupied.

Because of the short supply of housing, rents have gone through the roof, vacancy rates are at all-time lows, and competition for properties is fierce.

However, the regulatory climate has been shifting against Australian landlords and agents for some time. Even with rents at a premium, Australia’s rental market is teetering on the brink, with an astonishing number of property investors abandoning the long-term residential sector and pushing an already overwrought system closer to collapse.

As financial expert Noel Whittaker wrote recently, “in many states, bashing landlords wins votes”.

Many Australian landlords now face rent freezes and regulatory changes that require owners to accept a broader range of “reasonable requests”. These can include pets or additional occupants.

Each change pushes costs higher, which in turn pushes rents higher.

In Victoria, recent rental law changes have strengthened renter rights, including banning no-fault evictions. It can be a long legal process to evict tenants, even if they stop paying rent.

ARAMA successfully argued against the introduction of those laws in Queensland. However, an increase in red tape and regulation still makes it difficult for landlords with long-term residential properties in the Sunshine State, and there has been a record exodus of investors from the rental market.

Some people believe that investors selling rental homes would alleviate the housing crisis because those homes go to families. However, many residential houses are instead being purchased by investors for the short-term Airbnb market, something ARAMA strongly opposes because it worsens the rental situation.

Suburban long-term residential family houses are increasingly being used as holiday lets and party houses because governments have permitted this under what is often described as a ‘sharing economy’. There is nothing sharing about it. Removing houses from the long-term rental market during a housing crisis is extremely selfish and short-sighted.

Overseas-owned online travel agency platforms such as Airbnb and Stayz continue to turn traditional suburban family homes into largely vacant short-term cash cows.

These detached houses were originally designed for families to live in, either as long-term residential tenants or owner-occupiers.

While OTAs are user friendly and consumer friendly, which is positive for holidaymakers, this is bad news for renters and owner-occupiers.

ARAMA has no objection to OTAs when they are used for traditional holiday letting. Some ARAMA members even use these platforms to market their holiday apartments. However, it is a vastly different story when these portals consume family homes in suburban areas.

There needs to be an Australiawide ban on using houses in residential areas for short-term letting. On its own, it will not solve the housing crisis, but it would make a significant difference to supply and place downward pressure on rents. Most local government authorities classify detached multi-bedroom dwellings as Class 1 dwellings. The more these Class 1 properties are converted to short-term holiday letting, the greater the reduction in available housing stock for Australian families seeking long-term accommodation.

State governments have set tenancy laws that are widely viewed as unbalanced and unfair, influencing owner-investor decisions in ways that reduce long-term rental supply.

ARAMA is calling on councils across Australia to ban shortterm letting in detached housing

In several states, recent tenancy law changes have strengthened renter protections around matters such as pets, certain minor alterations and lease terminations. For landlords, ending a tenancy or refusing requests may now require specific grounds and compliance with updated legislative requirements. In some jurisdictions, the end of a fixed-term lease is no longer, on its own, sufficient reason to terminate a tenancy.

If governments force landlords to pay more through increased taxes and red tape, rents will inevitably rise.

I can’t think of any state in Australia where the rent has actually decreased as a result of unfair and unbalanced rental tenancy laws. In fact, the opposite applies.

Short-term rental platforms have encouraged owners wanting to avoid these hassles to leave houses vacant for much of the year and charge high daily tariffs when they are used.

In many Gold Coast streets, family homes are occupied only a couple of nights a week, often by just two people in four-bedroom houses. These are homes designed for families, meaning more households are forced into long queues for an increasingly limited supply of homes.

This pattern is being repeated across Australia.

In December, Brisbane City Council announced a crackdown on short-stay accommodation in residential areas, with similar moves occurring in Noosa.

However, many councils have chosen to address the issue through higher rates on

short-term use rather than prohibiting the practice entirely.

Increasing taxation through council rates, such as the “view tax” on the Gold Coast or bed taxes in other regions, is not the solution. Higher costs are routinely built into nightly tariffs, driving up total booking values and, by extension, the commissions earned on each transaction. As a result, these measures are unlikely to be opposed by OTA platforms.

Suburban family houses should remain exactly that, not short-stay holiday pads.

Unless short-stay letting is banned for suburban houses (Class 1 dwellings) investors will continue to snap them up for short-term use rather than long-term residential rental.

Governments must reduce red tape for landlords and unwind aspects of tenancy laws. ARAMA continues to engage in discussions on these issues.

There is a misconception among some public servants that all landlords are multi-millionaires. In reality, the average landlord owns just 1.2 investment properties, and most are mum-and-dad investors trying to get ahead.

Governments should also encourage investment in strata developments and adopt more flexible laws that allow strata apartments to be used for both short-stay and long-stay accommodation. This approach is particularly important in the leadup to the 2032 Olympics and in responding to the housing crisis.

Incentives should exist for investors to move between short-stay and long-stay strata apartments depending on population needs.

The 2018 Commonwealth Games on the Gold Coast provide a strong example. Apartments were used as short-stay accommodation during the Games and then transitioned back to longterm rentals afterwards.

ARAMA members were perfectly positioned to manage these shifts in supply and demand.

Brisbane and South East Queensland councils should consider how the 2032 Olympics can deliver long-term residential apartments once the shortterm accommodation demand for the Games subsides.

Raising taxes will not solve the housing crisis. It will simply generate more revenue. Buildings with management and letting rights operators allow flexibility, supporting both short-term stays for visitors and longterm leases for residents.

Apartments provide this flexibility. Suburban houses do not. Australia is facing a housing crisis, not an apartment crisis. This flexibility proved critical during COVID, when short-stay apartments were converted to long-term residential use. That model works in strata developments. It does not work for detached Class 1 houses in suburban areas, which are ideal for family homes or shared accommodation.

ARAMA is calling on councils across Australia to ban shortterm letting in detached housing (Class 1 dwellings) while creating incentives for apartment investors and agents, particularly management and letting rights operators.

Councils may require state government support to

implement or enforce legislative change. ARAMA is calling on all levels of government to work together to achieve this outcome.

A ban on short-term letting in detached houses would still allow investors to earn strong returns from long-term residential rentals while creating more housing opportunities for Australian families.

While legislative changes may be required, ARAMA believes this approach would go a long way toward easing a housing crisis that has worsened in part due to tenancy laws that disadvantage landlords and agents without increasing supply or reducing rents.

Restricting Class 1 suburban houses to long-term rentals would significantly increase housing availability and help soften rental prices where most families want to live.

Removing these houses from the short-term rental market would be unlikely to harm tourism or cost jobs. ARAMA members are well placed to absorb demand within appropriate accommodation settings.

Increasing rental supply nationwide would also help stabilise escalating rents.

MLR operators can host holidaymakers in strata-titled properties designed for both short-term and long-term use, depending on market demand.

This would help ease the housing crisis and return more families to suburban homes at more affordable rents.

Australia is in the midst of a housing crisis, not an apartment crisis.

Renting in a community titles scheme:

What tenants need to know

By Jane Wilson , Commissioner for Body Corporate and Community Management

Renting a unit in a community titles scheme (CTS) comes with an additional layer of governance that does not exist when renting a traditional standalone property.

Many tenants are unaware that, as occupiers, they have rights and obligations under the Body Corporate and Community Management Act 1997 (BCCM Act), in addition to those regulated under the Residential Tenancies and Rooming Accommodation Act 2008 (RTA Act).

Self-resolution is a compulsory first step in resolving disputes when living in a CTS

Understanding how these two frameworks interact can help tenants avoid confusion and resolve disputes more effectively.

Resolving disputes as an occupier

If issues arise while renting in a CTS and a tenant cannot resolve them directly, they may lodge a dispute application under the BCCM Act against another occupier, an owner, or the body corporate.

Disputes commonly dealt with through our office include by-law enforcement, common property maintenance, access to body corporate records and requests for animal approvals. Many tenants are understandably less involved in body corporate matters, and the most frequent disputes

relate to pet applications and other by-law concerns.

If you are a tenant and find yourself in a dispute within your CTS, it is important that you make attempts to resolve any disputes yourself before lodging a dispute application with our office. Any disputes you may have with the owner of your lot or letting agent may be dealt with under the RTA Act and you should contact the Residential Tenancies Authority for further advice.

What does selfresolution involve?

Self-resolution means taking reasonable steps to resolve an issue with the body corporate, a lot owner, or another occupier before making an application.

Evidence of these attempts must be included with any dispute application.

Depending on the issue, self-resolution may include:

• Writing to the other party requesting that the issue be resolved.

• Presenting a motion to the committee.

• Presenting a motion at the annual general meeting.

• Giving a BCCM Form 1 Notice to the committee for a by-law contravention.

Specific self-resolution forms are also available to assist, including BCCM Form 37a for disputes with an owner or occupier and BCCM Form 37b for disputes with the body corporate.

What satisfies self-resolution will vary depending on the circumstances. For example, if the dispute concerns common property maintenance that falls within the body corporate’s responsibility, writing to the committee is generally appropriate. If the dispute involves enforcing a by-law, issuing a BCCM Form 1 to the committee is required.

By-law enforcement

If you are seeking to have a by-law enforced, you must follow the process outlined in the Act to meet selfresolution requirements.

After receiving a BCCM Form 1, the body corporate has 14 days to decide whether to issue a contravention notice to the person alleged to have breached the by-law. If the body corporate does not respond or unreasonably refuses to issue a notice, a conciliation application may then be lodged against the body corporate.

If you intend to bring an application against an owner or another occupier, you must first attempt to resolve the issue directly with them.

Writing to the person, identifying the relevant by-law and requesting that the breach be remedied is usually the most appropriate approach.

Body corporate decision-making

If you want the body corporate to decide on a matter, the request should be directed to the committee. Tenants can write directly to the committee and do not need to go through their landlord or letting agent.

While the legislation does not specifically provide for a tenant to propose a motion, tenants can frame their request in the form of a motion. BCCM Form 36 can assist with this process.

The legislation does not set a specific timeframe for the committee to respond to tenant requests, except in the case of animal approvals.

However, when an owner submits a motion, the committee must vote within six weeks unless an additional six weeks is formally notified. This timeframe can provide a

useful guide as to what may be considered reasonable.

The committee is not required to consider a motion if the same person has already submitted a motion on the same issue, or if six or more motions have been submitted by that person within the previous 12 months.

If a matter requires a general meeting resolution, tenants may ask the committee to place the motion on the agenda.

While there is no express provision allowing a tenant to submit a motion for a general meeting, the body corporate must act reasonably.

Alternatively, tenants may ask their lot owner to submit the motion on their behalf.

If the committee does not respond within a reasonable timeframe, or if the request is denied, a conciliation application may be lodged.

Tenants should also remember that landlord approval may be required in certain circumstances.

Animal approvals

Most schemes include a by-law requiring owners and occupiers to obtain approval before keeping an animal. Requests must be made in writing. BCCM Form 31 may be used for this purpose. The committee may impose reasonable conditions, such as keeping the animal on a lead or otherwise adequately restrained on common property.

The committee has 21 days to consider the request. If no response is received within that period, the animal is deemed approved.

If approval is refused, a conciliation application may be considered.

Landlord approval may also be required.

Making a dispute resolution application

Following the correct process, whether through by-law enforcement or written correspondence with the body corporate, is essential. It

demonstrates compliance with the self-resolution requirement under the BCCM Act.

For disputes involving owners or other occupiers, applicants must show they have attempted to resolve the matter directly, preferably in writing.

If a dispute application is ultimately lodged, evidence must clearly show that earlier self-resolution efforts relate to the outcome now being sought.

For example, if seeking an order to stop nuisance behaviour, evidence should demonstrate that the person was previously asked to cease the conduct.

It is also important to understand that the person or entity you are seeking to resolve the dispute with will become the named respondent in the application.

Self-resolution is a compulsory first step in resolving disputes when living in a CTS. There are specific steps that must be followed to meet the legislative requirements before lodging a dispute application with our office, which should only be used as a last resort.

Fixing the wings while flying:

Can you renegotiate a sale contract?

By Ben Ashworth, Small Myers Hughes Lawyers

Unlike contracts for many other industries, navigating your way through the process of purchasing a management rights business can be far more flexible than many people may realise. Each step along the process, from entering the contract through to collecting the keys on settlement day, can be like a Choose Your Own Adventure book.

What your story looks like can be very different from one purchase to another.

Management rights businesses come in all shapes and sizes.

With outside-the-box thinking and a good team of advisers… there are very few issues that can’t be solved

If you are buying a management rights business, one size does not fit all when it comes to the terms and conditions that a contract needs. That said, the vast majority of contracts will look very similar, if you squint a little.

What are the key things that virtually all contracts include?

A right to review the seller’s business records and verify the profit and loss the business has made in the past.

A right to review the caretaking and letting agreements entered with the body corporate and check the records of the body corporate.

A right to review the letting appointments entered with owners in the letting pool.

A right to find finance for the purchase on terms you are happy with.

What makes these rights special is that each one of them provides the buyer with comfort and peace of mind that if they are not happy in any way with the business they are thinking of buying, they can renegotiate the terms of the contract or walk away.

In an average sale, buyers are given up to two months to kick the tyres, shake the tree, and secure their finance. If at any stage during this time something doesn’t seem right, buyers have multiple opportunities to overcome their concerns. And if their concerns can’t be overcome, they can elect to terminate the contract and have their deposit returned.

In some situations when a serious concern has been identified, the buyer might still want to go ahead with the purchase. A typical management rights sale contract will enable the buyer and the seller to renegotiate any and

every term of the contract in order to find a solution that both parties can agree on.

With outside-the-box thinking and a good team of advisers who specialise in management rights, there are very few issues that can’t be solved with time and effort.

If you are thinking about buying a management rights business for the first time, find industry specialists who can guide you through the process and rest assured that there won’t be any need to reinvent any wheels along the way. But also remember that every management rights journey is unique and if you want the perfect outcome just for you, don’t be afraid to ask questions and tailor your contract to suit your circumstances.

Liability limited by a scheme approved under Professional Standards Legislation.

Disclaimer: This article is provided for information purposes only and should not be regarded as legal advice.

Todd Warner:

Deals, deadlines and dad jokes

By Mandy Clarke, Editor

Most don’t map out a career that ends in management rights brokerage.

Sometimes you get there via construction supplies, global liquor brands, pub management, overseas travel and, in Todd Warner’s case, even a stint on a film set and as the “eviction driver” on I’m a Celebrity… Get Me Out of Here!

Not the standard pathway into a niche property sector.

But that slightly sideways route is exactly what makes Todd’s approach feel steady and real.

“I’ve always worked with people,” he says. “No matter the industry, that part never really changes.”

And in this sector, that part is everything.

Before brokerage

Todd built more than two decades of experience in sales leadership, starting with Tradelink in construction supplies before moving into senior roles with Jim Beam Brands and BacardiMartini for over 15 years.

There were pubs and hotels on the Gold Coast and in the UK. Years of travel. And then, briefly, film production.

Yes, that Charlotte’s Web movie.

And yes, that eviction driver role.

It’s an unexpected detail, but it says something about him. Todd has never been overly precious about titles or straight lines. He is comfortable stepping into unfamiliar territory, figuring it out, and getting on with the job.

Nine years ago, considering a shift from the liquor industry, he met Ian and Trudy Crooks.

“Ian’s genuine nature and storytelling, combined with

Trudy’s enthusiasm and passion for the business, really drew me in,” Todd says. “I stepped well outside my comfort zone into an industry I knew very little about. Looking back, it was one of the best decisions I’ve made.”

Early influences

Todd credits his father, Bob, as a steady influence. After serving in the Royal Australian Navy, including time in Vietnam, Bob built a long career in wine sales in Queensland.

“He taught me the value of being authentic and building strong relationships,” Todd says. “He worked hard, told great stories, and genuinely cared about the people he worked with.”

There’s nothing flashy in that lesson. Just consistency. In management rights, that tends to matter more.

A bigger industry than most realise

What caught Todd off guard when he entered the sector was its scale.

“When you scratch the surface, you realise how big it really is,” he says, referring to a sector worth around $8.4 billion in total value.

It’s structured. Finance frameworks. Legislation. Specialist advisers. But it’s also regularly misunderstood.

“The onsite manager isn’t an employee of the body corporate,” Todd says. “They’re a contractor running their own business under a specific agreement. That distinction matters.”

He has also seen transactions grow more layered, with body corporate lawyers more involved in assignment processes than ever before. That can mean more scrutiny, more delay, and more pressure on everyone at the table.

Charming, Unity Driven Spirit & Diplomatic.

“Momentum and communication are key,” he says. “Our job is to anticipate hurdles before they become problems and keep everyone informed from start to settlement.”

It’s not dramatic work. It’s detailed, patient and often about keeping calm when others don’t.

The way he works

Ask Todd what fits him best about brokerage and the answer is simple.

“I’m a fixer,” he says. “I’d rather focus on how we move forward than spend time worrying about how we got here.”

He treats buyers and sellers with the same level of respect and spends time understanding what they’re actually trying to achieve.

“There really is a buyer for every business,” he says. “It’s about timing and asking the right questions.”

When deals get tense, he leans into perspective, empathy and sometimes humour.

“Everyone wants the same outcome. Sometimes people just need help stepping back.”

Those closest to him might point to the Libra magnet on the fridge, bought by his wife Laura, which reads “Charming, Unity Driven Spirit & Diplomatic.” He laughs and admits it’s close enough.

There’s also his steady stream of dad jokes.

He’s at his best, he says, when people are relaxed and enjoying themselves. In a sector that can get intense quickly, that matters.

How the market has shifted

When Todd started, management rights often appealed as a semi-retirement plan.

“Now we’re seeing younger couples, families and investment syndicates coming in,” he says.

Post-COVID price growth has also shifted the focus more firmly

toward return on investment and the balance between unit value and business value.

Those who do well long term tend to stick to their strengths, build solid systems and think beyond the quick win.

“The industry does a good job educating new buyers,” Todd says. “Where it could do better is broader education for bodies corporate around roles and responsibilities.”

He believes stronger, even mandatory, education for committee members would reduce confusion and unnecessary friction in transactions.

This observation reflects a common frustration in the sector.

The team around him

Todd was drawn to ResortBrokers for its family-owned structure and collaborative culture.

“We work closely as a national team and draw on a lot of collective experience," he says.

Now a Senior Accommodation Specialist on the Gold Coast, he also mentors fellow brokers, sharing experience

and helping them find their feet in a complex industry.

Less spotlight. More support.

Perspective

Outside work, life centres on family. Laura, their children Laila and Jack, and Wally the bulldog keep things moving. A surf, when he can get one, clears the head.

He says the flexibility of brokerage allows him to be present when his family needs him most.

His four-year-old son Jack lives with disability due to a rare genetic condition.

“Jack teaches you about perspective and resilience,” Todd says. “On tough days, that reminder matters.”

It’s something he speaks about without fuss. It’s simply part of his reality. And when

you’re carrying something that significant in your personal life, the heat of a negotiation tends to find its proper scale.

Looking ahead

The advice that has stayed with him is straightforward.

“Life is not a dress rehearsal. Try to live in the present and don’t sweat the small stuff.”

He hopes to be known as an honest, professional, downto-earth broker who helped people achieve their goals.

And if he ever did take a day off for something completely different?

“Professional surfer,” he says. “Travelling the world chasing waves wouldn’t be a bad gig.”

Given the path so far, you wouldn’t completely discount it.

It’s a fine line between legitimate feedback and bullying

By Frank Higginson, Partner, Redchip Strata Law

If you go back 20 years and look around for use of the word bullying, you’d probably only find it in the context of the schoolyard.

Now it’s popping up everywhere, particularly in the workplace, where it is definitely applicable, and lots of other places where (in a legal sense at least) it isn’t.

And while a management rights business can often feel as much a lifestyle choice as a career or job, strata schemes are a workplace: yours.

In a workplace, employees have rights under the Fair Work Act that protect them from bullying.

Under the Act, the definition of bullying is wide-ranging: everything from yelling, screaming and use of offensive language, to intimidation, nitpicking and overloading someone with work with insufficient time to complete. Sound familiar?

While there is no formal equivalent bullying provision in Queensland strata law, there is a link with respect to management rights under the Federal legislation.

Bullying can apply to entities or people associated with entities that are constitutionally covered corporations: in other words, companies.

So, where the management rights for a building are owned by a company, the people involved with that company can access the Fair Work Commission in relation to protection from bullying. Interestingly, the same laws apply to strata managers, who are usually companies.

A problem that we have observed is that if someone commences a proceeding for bullying there is no end game of an award of damages or legal costs; what you’re actually seeking when you take action is to stop the bullying. The fact that there is no right to recover costs means people quite often look to do these things on their own and not engage lawyers.

A recent decision provides some

further clarity for how these bullying provisions apply in a management rights context.

This was a fairly typical case. The manager believed they were doing the job, but the committee didn’t believe they were doing the job. Heard that before?

Rather than itemising all the to and fro, our major takeaway from the case is: having conversations between a body corporate committee and a manager about performance of the tasks required under the management rights agreement does not necessarily constitute bullying. It is up to the manager to do the job they are contracted to complete, and it’s in their interest to be seen to be doing it.

A body corporate is entitled to raise issues if they believe the job is not being done.

Reasonable management action, where each party is understanding the other’s position and raising concerns about performance, is appropriate.

In short, legitimate feedback is not bullying.

Another takeaway from this case is in relation to the timing of contact.

In a bullying situation in a normal office environment, you can expect all the conversations to happen in office hours between 8.30am and 5pm.

However, the situation is different in a management rights context where committee members are often volunteers. They are going to look at committee work after hours.

So, from a management rights perspective it’s important to be aware that a body corporate engaging about performance is not necessarily bullying, and you can expect things to happen outside normal business hours.

It’s a fine line to navigate, and if there is doubt, specialist legal advice would be beneficial.

Trust account audit issues

By Jonathan Hanaghan, Principal, Count Gold Coast

I have been seeing for some time now an increase in Office of Fair Trading activity in reviewing and penalising licensees for breaches of the Agents Financial Administration Act 2014.

While some appear to be more serious in nature, the main focus appears to be educational, with warnings common for first-time off ences. With this in mind, I thought it prudent to set out below the issues I am seeing on a regular basis.

Monthly reconciliations

What a lot of licensees do not appear to understand is that the trust bank account must be reconciled to the balance on the last day of each and every month. Not the secondlast day or the first day of the next month, but the last day of the month. This does not mean you literally have to reconcile on that day. You have up to fi ve days following the last day of the month to perform the reconciliation, but it must commence with the bank balance as at the last day of the month.

Queensland legislation ( Agents Financial Administration Act 2014 ) requires the bank reconciliation to be performed

as at the last day of each month. The legislation reads:

17 Trust account cash book reconciliation

(1) A principal agent must, within fi ve business days after the end of each month—

a. Reconcile the trust account cash book balance as at the end of the month with the trust account ledger balances that show—

• i. Each trust account creditor’s name; and

• ii. The amount held on behalf of the creditor as at the end of the month; and

b. Reconcile the financial institution’s statement balance for the principal agent’s trust account as at the end of the month with the trust account cash book balance as at the end of the month.

Receipting and banking

This is another area where many licensees are not aware of their responsibilities. While receipting must be done as soon as practical following receipt of funds, the banking of any cash and cheques has strict rules. All banking must be done either on the day of receipt or the following business banking day. For cash or cheques received on a weekend, the OFT allows an extra day, with Tuesday being the final day on which these funds must be banked.

Non-trust funds

This will predominantly apply to short-term accommodation providers when they receive funds which represent trust funds (accommodation on behalf of an owner) and nontrust funds, e.g., internet, tours or meal income. As the non-trust funds are the income of the licensee, these funds must be cleared and transferred out of the trust account within 14 days. The OFT has been very strict on this matter in recent years.

Mid-Month Licensee Draws v. Mid-Month Owner Payments

I have seen many instances where the licensee has taken mid-month drawings towards their end-of-month fees and commissions. This is a clear breach unless the funds represent non-trust funds (see above). To take midmonth licensee payments, the licensee must perform a full reconciliation (for example, on the 15th) and ensure that all owners and other relevant payments are made prior to the licensee withdrawing their mandated fees, charges and commissions.

Owner letting agreements

This is another area which causes confusion. All current charges to owners need to be documented in the respective owner lett ing agreement. This means if you have updated or intend to update your schedule of manager fees and charges, you need to update your owner lett ing agreements. We always advise seeking legal advice from your industry specialist before proceeding.

What your auditor wants

This will vary depending on the auditor and soft ware being utilised. As a general rule, the following is a minimum of what needs to be kept in hard copy on

a monthly basis and be available to the auditor at each audit:

• Copy of the final EOM three-way bank reconciliation on the last day of each month (if your system produces multiple three-way reconciliations as part of the month-end reconciliation process, you should ensure only the final version is retained);

• Reports detailing outstanding or unpresented deposits and/or payments;

• Reports detailing any adjustments;

• Report detailing money held in trust;

• All original bank statements;

• Copies of all receipts or access to computerised duplicate copies;

• Cashbook report; and

• Owners’ statements and ledger detail reports.

It is important to ensure that the last six points above support and reconcile with the detail of the final EOM three-way reconciliation.

I encourage all licensees to discuss the above with their auditor to determine if there may be any risk within their current practices or how they may improve the presentation of their paperwork.

Judging a book by its cover

By Andrew Morgan, Motel Broker/Partner, Qld Tourism & Hospitality Brokers

In today’s digital landscape, online search has made accommodation businesses instantly discoverable, often replacing traditional methods of market exposure.

Nevertheless, for real estate assets positioned along major arterials and high-traffic corridors, particularly motels, physical presence remains one of the most valuable and underutilised marketing channels. Street appeal, façade presentation, and onsite signage directly influence a property’s commercial performance, functioning as 24/7 advertising to thousands of passing motorists.

Many motels occupy highvalue real estate on main roads, highways, and within busy commercial precincts, giving them unparalleled exposure that would be extremely costly to replicate through paid advertising. Yet the psychological impact on prospective guests and the intrinsic financial value of this passive, locationdriven marketing is often underestimated by owners and operators. This leads to a critical question for any asset holder: why allow such a significant commercial advantage, and one of the property’s most powerful revenue-generating tools, to deteriorate through neglect?

When viewed through an investment lens, professional signage stands out as one of the highest-yield marketing assets

Professional signage operates as the motel’s most reliable silent salesperson

available to motel operators and property owners. By spreading the initial capital expenditure across the thousands of commuters and travellers who pass the property each day, the effective cost per impression becomes dramatically lower than comparable digital or print advertising. For example, a wellconstructed $30,000 pylon sign with a functional lifespan of ten years equates to just $3,000 per annum. This is an exceptionally modest outlay given the volume of prospective guests travelling past the asset daily.

Beyond its low ongoing cost, quality signage performs multiple commercial functions. It reinforces the property’s market positioning, creates a point of difference within a competitive strip, and directly generates “drive-by” bookings, contributing both to occupancy and long-term valuation. While the structural frame of a sign may last a decade or more, the interchangeable sign faces typically require more frequent renewal to prevent fading or to update branding and messaging. Regular face replacements represent a highly cost-effective capital improvement, ensuring the asset maintains a premium appearance and continues to convert passing traffic into immediate room revenue and sustained brand recognition.

A motel’s market reputation is largely anchored in its external presentation, its façade, landscaping, and primary signage. For a passing motorist who has never inspected a room or interacted with the

property, these external cues become the sole basis for assessment. Within seconds, a subconscious judgement is made about the likely standard, maintenance, and overall quality of the accommodation. Even if a property offers the region’s most comprehensively refurbished suites, that internal value is effectively hidden if the exterior fails to engage attention. In this sense, the façade functions as a visual promise of the hospitality experience the asset is positioned to deliver.

Consumer behaviour also demonstrates a clear link between brand familiarity and purchase intent. For daily commuters or frequent travellers along a particular route, repeated exposure to high-quality, professionally maintained signage generates cumulative psychological recognition. This “passive familiarity” builds trust over time, increasing the likelihood of future direct bookings and enhancing the property’s perceived reliability. A well-maintained exterior not only captures immediate drive-by demand but also strengthens longterm brand equity, effectively converting every passing motorist into a potential future guest and informal promoter of the property to others.

The capital outlay required for new signage is often the primary barrier to upgrading a motel’s external presentation. In leasehold arrangements, the lessee is typically motivated to install updated signage to elevate the property’s image, strengthen

street appeal, and increase drive-by conversions, directly improving occupancy and operational income. Importantly, these enhancements also benefit the lessor by supporting a more sustainable and profitable tenancy, ultimately protecting and potentially enhancing the underlying freehold value. In most cases, the major signage structure is considered part of the building and therefore owned by the lessor, who is responsible for structural replacement when required. The lessee generally undertakes day-to-day maintenance and funds routine updates such as sign face replacements, which are relatively low-cost and easy to refresh. This division of responsibility aligns with broader principles of asset stewardship, being that the lessor protects the long-term infrastructure, while the lessee maintains the operational presentation.

A well-presented frontage combined with high-impact, strategically positioned signage acts as a continuous marketing asset, delivering visibility to thousands of potential guests every day. While the industry has long recognised the importance of street appeal, its relevance remains as strong as ever.

Professional signage operates as the motel’s most reliable silent salesperson, promoting the business around the clock, driving direct bookings, and reinforcing the property’s brand presence in the minds of passing travellers.

A day in the life of a MR operator

By Marion Simon, MLR Manager, Boulevard North Holiday Apartments

From early-morning emails to late-night check-ins, management rights operators wear more hats than most people realise, and no two minutes, hours or days are the same.

Ask someone outside the industry what a management rights operator does and the response is usually well intentioned but brief: “You manage apartments and make a lot of money.” Those inside the industry tend to smile at that description, knowing just how much happens behind the scenes to make things look simple and to keep the wheels turning in a professional, well-oiled manner. If everything looks easy to the guest, it usually means a lot of work has happened quietly beforehand. Most days begin long before reception opens. Overnight arrivals are checked, late emails reviewed, maintenance issues assessed and housekeeping schedules confirmed.

In holiday destinations like the Gold Coast, accommodation never really sleeps. Guests arrive late, flights are delayed and questions come in at all hours. A quiet overnight period is a win, even if no one notices it. A good night’s sleep without interruption is a blessing. Once the day gets going, cleaners are welcomed in

and assigned their tasks. Maintenance is scheduled and contractors confirmed. However, guests always take centre stage. Early arrivals hoping their apartment might be ready, families wanting local dining tips or theme park tickets, couples checking out reluctantly after a beachfront stay, each interaction shapes the guest experience.

What guests see is friendliness and calm, a desire to satisfy as many needs as possible. What they do not see is the constant prioritising, decisionmaking and time management happening behind the counter.

Behind reception, the real work continues. The cogs are turning. Cleaners move from apartment to apartment. Maintenance jobs are coordinated. Linen is tracked and ordered. Supplies are checked. Standards are inspected.

Strong management rights businesses are built on reliable systems, but systems only work when they are supported by people who care. People who want to ensure every box is ticked and every eventuality is considered.

Housekeeping and maintenance teams are the backbone of the industry. Their contribution is constant, physical and often

under-acknowledged. The work is labour-intensive, time consuming and often underappreciated. Clean, comfortable apartments do not happen by accident. They happen because people care, go the extra mile and do it with a smile on their face.

Then there are owners. Each apartment represents an investment, and owners expect professionalism, transparency and care. Some days involve quick updates. Others require detailed explanations or reassurance. The role demands diplomacy, emotional intelligence and trust, often all at once.

People, machinery and systems do not always function as they should and very often they all malfunction at once. A faulty lift, a lost key, a weather event, a last-minute booking change, or a vehicle parked in the wrong bay can cause a domino effect. No two days ever unfold exactly as planned or run strictly according to the systems in place.

The best operators adapt quickly, communicate clearly and remain calm under pressure. Guests may never know how close something came to becoming a problem,

and that is exactly how it should be. In show business, the saying goes that what happens behind the curtain is never shown to the audience. The show appears perfect and immaculate. The management rights industry is very much the same.

Despite the challenges, many operators remain in the industry for decades. The blend of business ownership, lifestyle, community connection and variety is rare. If a balance between work and personal life can be established and maintained, and if you have a proactive, supportive body corporate committee and caring owners, there are few industries that compare. If this balance is not yet in place, take whatever steps you can to create it. Returning guests, long-term owners, a respectful committee and a strong sense of place all contribute to a rewarding rhythm. Management rights is not passive. It is not a set-andforget industry. But for those who embrace it fully, it offers purpose, pride and a business that genuinely matters.

I would love to hear your thoughts on our industry. Drop me an email at marion@boulevardnorth.com.au

AI as the new back-of-house assistant in management rights

By Greg Litzner, Broker, Ras360

For a long time, I wanted nothing to do with artificial intelligence.

Toward the back end of my previous career, I watched it slowly creep into conversations across diff erent industries and made a quiet decision that it was not for me. I told myself it was scepticism and caution, a concern that we were rushing too quickly to replace human judgement, experience, and relationships with something that did not truly understand the work it was being applied to. Looking back, there was probably also an element of stubbornness in that resistance.

At that point in my career, I was managing a team of around eleven people, overseeing major accounts, and carrying accountability for a multimillion-dollar operation. My days were full and often overflowing. I was constantly switching between people management, client demands, reporting, planning, and problem solving. With perspective, I can now see how much support a tool like AI could have provided, not by replacing decisions, but by taking pressure off the margins and freeing up headspace.

Despite that, I resisted it for years.

That perspective began to shift after I moved into management rights brokerage.

I did not enter this industry as an operator, but through spending significant time on site with managers, walking through their businesses, reviewing systems and agreements, and listening to how their days

AI operating quietly in the background, supporting rather than competing with the human element of the role

unfold. Over the past year, I have sat at kitchen tables, in caretaking offices, and around common property discussing workload, burnout, staffing pressures, and what buyers and financiers really focus on when a business goes to market. What has stood out is not loud adoption of new technology, but quiet experimentation.

Many operators are already using intelligent tools in the background, often without labelling them as AI. These are small efficiencies layered into existing routines. From the outside, management rights still appears traditional. From the inside, it is evolving in subtle, practical and invisible ways. Some remain hesitant to openly acknowledge using these tools.

It is often mentioned almost apologetically. There still seems to be a belief that using AI diminishes experience or eff ort, when in reality the opposite is usually true. The operators using it most eff ectively are organised, thoughtful and very intentional about how they run their businesses. They are not shortcutt ing the role. They are protecting their time and focus for the parts of the job that genuinely require a human.

What changed my thinking was not a sudden embrace of AI, but fatigue from watching capable managers spend so much of their time on tasks that were necessary but not particularly valuable. Administration, emails, documentation, and repetition steadily consume time and mental energy that

could otherwise be spent on higher-value work.

I still do not believe artificial intelligence belongs at the front of house. Management rights remain a relationship-driven business where presence, judgement, and trust are critical. However, I have come to see real value in AI operating quietly in the background, supporting rather than competing with the human element of the role.

When approached properly, AI is not about replacing managers or stripping personality from the business. It is about improving clarity and supporting better outcomes with less friction. In many ways, it functions best as a back-of-house assistant, taking care of routine tasks so attention can remain where it matters most.

Most management rights soft ware platforms are not marketed as AI-driven systems, yet they increasingly rely on intelligent automation. Dynamic pricing adjusts rates based on demand. Automated guest messaging improves response times and consistency. Reporting systems surface trends without hours of manual work. Because this intelligence is embedded, it feels like smoother operations rather than a dramatic shift to AI.

The relatively slow uptake of AI within management rights has litt le to do with age or resistance to change. It is about practicality. Operators are time-poor and understandably cautious about introducing anything that might create more work or uncertainty. What they value are small, reliable improvements that genuinely make the role easier.

In practice, a significant portion of a manager’s week is spent on repetitive tasks: draft ing emails and notices, responding to similar owner questions, preparing reports, updating logs, and assembling

handover notes. None of this is complex, but it is draining and time-consuming. When used properly, AI can handle the first pass, whether that is draft ing an email, summarising correspondence, converting voice notes into written records, or creating templates for routine communication. The manager remains firmly in control, reviewing and approving everything, while benefi ting from speed, consistency and reduced cognitive load.

From a brokerage perspective, this matters more than many operators realise.

For caretaking operations, AI can help move important knowledge out of someone’s head and into documented systems such as maintenance schedules, contractor instructions, incident processes, and inspection checklists. Once workflows are documented, they become easier to delegate, audit, and explain to a buyer. While this has operational benefi ts, it also plays a meaningful role in sale readiness.

Lett ing operations see similar advantages. AI can assist with guest communication templates, booking responses, review replies, and internal handovers, maintaining tone and consistency during busy periods without removing the personal touch guests value.

One of the most significant advantages AI off ers is clarity. Many management rights businesses are well run but poorly documented, with information scattered across emails, notebooks, spreadsheets, and memory. Fragmented information increases stress, efficiency declines, and buyers may sense that. AI works best when information is structured and centralised, making it easier to summarise, analyse, and identify gaps. Operators spend less time searching for information and more time acting on it.

There is also a longer-term commercial benefi t. Businesses with documented systems, consistent communication, and clean workflows are easier to hand over and easier to sell. Buyers are increasingly drawn

to clarity and repeatability. AI, when used sensibly, can quietly support both without changing how the business feels day-to-day.

Artificial intelligence requires direction, oversight and still relies on the operator. The most successful use of AI comes from asking a simple question: what takes time but should not?

And for the avoidance of doubt, this article was written the oldfashioned way. Hand on heart, AI did not write it. It did, however, scan previous Resort News editions to check when this topic was last covered and proofread for spelling and grammar. While it has been touched on in the past, considering how quickly the technology is moving, it is worth keeping the conversation top of mind. Used sensibly, AI does not replace judgement or relationships. It gives operators back time and headspace through structure and automation across the business. And when it comes time to sell, that clarity will be valued by buyers, sellers, and brokers alike.

L e a d i n g L a w y e r s .

L i v i n g S t r a t a .

With decades of experience in management rights, you can trust your investment is in s f h d

International travel - I’m cured!

By Mike Phipps, Mike Phipps Finance

As regular readers of this column will know, the managing director and I don’t mind a bit of travel, preferably of the comfortable variety. As such I write this month’s missive from the Matild Palace Hotel in Budapest as one does. The hotel is every bit as pleasant as the name suggests and I find myself ensconced in the breakfast room, looking out over a winter wonderland of historic buildings and snow.

I should be happy, but I’m not. In fact, I suspect this will be our last such journey with future adventures confined to our native land and perhaps the occasional foray to the Land of the Long White Cloud. On a positive note, our experience has shone a very bright light on the positives of travelling at home or across the ditch. Where to start?

The MD had wanted to do a European river cruise for some time, so we booked the classic Amsterdam to Budapest route and added a few weeks after to explore places we hadn’t been before. Christmas in Europe seemed a good idea, not least to escape the heat and humidity at home. Our flights with Emirates were okay, if you set aside being stuck on a taxiway for an hour

waiting to leave Dubai or finding another aircraft parked in your bay upon arrival in Amsterdam, leading to another hour watching the seatbelt signs and praying the toilet would become available. While on the subject of airlines, beware the quality differences. Emirates flew a newly refurbished aircraft out of Brisbane but a very tired one out of Dubai on the connecting flight. All of this turned out to be an omen of what was to come.

Amsterdam is a very interesting city with much charm and history. It is also a city of smokers who seem quite happy to dump their cigarette butts on the ground. We forget how

much smoking has become socially unacceptable in Oz, not so in the Netherlands it seems. The city feels safe enough albeit I wouldn’t go out at night around the main railway and dock area unless you are prepared for some of the rougher edges that emerge after dark.

Even before we boarded our floating home for the next two weeks signs of things to come emerged. We would not be meeting the ship at the main downtown port as planned, but instead in a rather unattractive industrial dock area. Upon entering our cabin, we discovered that the tour company has an

incredibly gifted marketing photographer. You could swing a cat I guess, but the poor feline would definitely end up with concussion.

Within a few days the softening up process commenced. River levels were falling and we would need to speed up and bypass some of the main onshore attractions. The lock system is dependent on water levels, we are told, and we don’t want to get stuck. As it turned out it didn’t matter. While moored at the lovely medieval town of Passau we were informed that a lock had broken and our journey via boat had come to an end. We would remain onboard until

the end of the tour and then be bused to Budapest. So much for the historic tour of Nuremberg or New Year’s Eve in Vienna. The bus ride turned out to be some eight hours inside a mobile virus incubator. Within 24 hours of our arrival in Budapest the MD had been flattened by a very nasty bug and I soon followed suit. Of course, being a bloke, I was far crooker as I’m sure you will appreciate. With deteriorating health and doctors’ orders not to fl y we reluctantly cancelled the last three weeks of our journey and have made the Matild home for the time being.

So far, we’ve learnt some lessons we maybe should have already known. Overall airline reputations don’t necessarily guarantee you will be riding in a nice new plane. Tour companies should know of possible impending dramas but just seem to assume that guests will take major problems in their stride. My suspicion is that the company did know that water levels were falling before we embarked and that the trip would be impacted. They chose to keep our money and go anyway.

And here’s the big one… Travel insurance companies seem ill-prepared to assist customers in medical crisis. Our previous provider failed that test spectacularly a few years back, so we moved to another insurer. They answer the phone at least, but that’s about all. They seem very keen to explain the claims process but unable to manage even basic medical support. The lady we spoke to was pleasant enough but admitted she was unfamiliar with Hungary and that the company had no one on deck who was. This is a major travel insurer! The hotel staff did a way better job so if you are going to Budapest stay at the Matild. Even if you are crook, it’s still a wonderful experience with lovely people to look after you. As you can imagine this whole experience isn’t cheap and given the debacle it has turned into one might ask… what the hell, why not holiday at home? Let’s start with convenience. With the exception of the wonderful Margaret River region, most appealing domestic locations are less

than a four-hour plane ride from prett y much anywhere on the east coast. No international transfers, no passport controls and limited opportunity for loss of luggage. Hell, even Queenstown is only three hours away and the Kiwi att itude to the arrivals process is prett y relaxed. Dodging the need to sit in a 14-hour recycled germ factory also has its merits of course.

Travel is expensive and the further you go the higher the bill. The problem is that unlike Australia many countries feel no need to have transparent pricing. In Hungary for example prices are displayed as what one might describe as retail. This means the 27 percent VAT and 15 percent automatic service charge are added on only when the bill hits your table. That’s an extra 42 percent on top of the price displayed. Incredibly there is also an expectation that the poor hapless punter will provide a tip on top of this.

For hotels in many countries the tariff is quoted before city taxes, green compliance levies, water surcharges and anything else the local authorities can dream up. Many hotels also have horrible cancellation policies which prett y much guarantee you’ve done your dough regardless of how much notice you give. Add in a weak AUD and the holiday at home bang for buck argument makes even more sense.

Here’s the thing though. We are not gett ing any younger (the MD says she is, but I await proof) and health considerations must now form part of our travel planning. Becoming ill a long way from home in a country whose health system you don’t understand and with no practical travel insurer support is no fun. The financial and emotional impact of cancelling a long-planned trip of a lifetime while being marooned in a foreign land is significant. Is it worth it? As of now the answer is a resounding No!

Next time… Tassie here we come.

Postscript: I reserve the right to go skiing and I promise not to complain if things go sideways.

No AI or ChatGPT has been used in the writing of this article.

By-law enforcement:

Why consistency, permission and reasonableness are the foundation of committee governance

By Roland Franz, General Manager, Body Corporate Headquarters Strata Consulting Services (Qld)

In body corporate and strata communities, bylaws are far more than administrative rules. They are the framework that protects amenity, safety and fairness in environments where people live in close proximity and share common spaces. Yet despite their importance, by-law enforcement remains one of the most inconsistently applied responsibilities within bodies corporate.

Under Queensland’s Body Corporate and Community Management Act (BCCM Act), adjudication orders often highlight expectations, placing emphasis on lawful, transparent and uniform decision-making. At the heart of this approach lie three essential principles: consistency, permission and reasonableness. These principles are the foundation

upon which committees must base their decisions, and they are the standards against which adjudicators assess disputes. When committees embrace them, communities function smoothly. When they do not, conflict, confusion and disputes are inevitable.

Consistency

Consistency is the cornerstone of eff ective governance. A body corporate that enforces by-laws selectively, whether intentionally or through oversight, undermines its own authority and exposes itself to challenge. The committee has a fiduciary and legislative responsibility to enforce the scheme’s by-laws, and adjudicators have repeatedly emphasised that this obligation must be carried out uniformly across all residents. Owners, tenants and even committee members are equally bound by the by-laws. No one is exempt.

Inconsistent enforcement is one of the most common areas of dispute. An example of inconsistent by-law enforcement is when a committee acts

against one resident for a breach but ignores the same behaviour from another. This is particularly problematic when the person receiving leniency is a committee member or a long-term owner. Even the perception of preferential treatment can erode trust within the community.

Consistency also supports voluntary compliance. When residents see that rules apply equally to everyone, they are more likely to follow them. When they see selective enforcement, they lose confidence in the committee and may become less inclined to comply themselves. A culture of fairness begins with consistent decision-making and transparent, consistent enforcement action.

Permission

The principle that it is better to ask for permission than forgiveness has become increasingly relevant in modern strata living. Many contemporary by-laws are what industry professionals refer to as “permissive by-laws”. These by-laws do not prohibit an

activity outright; instead, they allow it subject to approval.

Common examples include keeping a pet, installing air conditioning, renovating a lot, using common property or parking in certain areas.

Permissive by-laws require residents to seek approval before acting. They also require committees to act reasonably when considering requests. This dual obligation is central to the BCCM Act’s framework and to enhancing the community living experience. When residents bypass the approval process and act first, they place the committee in a difficult position. The committee must then decide whether to enforce the by-law and require removal or reversal of the unauthorised action, or allow the breach to stand and risk undermining future by-law enforcement action. This dynamic is particularly evident in disputes involving pets. Recent amendments to the BCCM Act confirmed that bodies corporate cannot impose blanket pet bans. Adjudication orders confirm that a “no pet” by-law is oppressive and unenforceable. Instead, by-laws must allow pets subject to reasonable conditions. A committee that allows an unapproved pet to remain may result in the pet application being deemed approved if not considered and reasonable conditions applied within 21 days of the application being received. The simplest and most eff ective approach is for residents to seek approval first and for committees to assess requests consistently and reasonably.

Reasonableness

The BCCM Act requires committees to act reasonably in everything they do, including bylaw enforcement and decisionmaking. Reasonableness is not defined by personal preference or convenience; it is assessed objectively. Adjudicators consider whether the decision was fair, proportionate and made with proper regard to the circumstances, and whether it complies with the BCCM Act and the scheme’s by-laws.

Reasonableness is particularly important when dealing with permissive by-laws. A committee cannot refuse a pet application simply because it dislikes animals, nor can it deny a renovation request without a valid basis. Decisions must be grounded in evidence, relevant considerations and the interests of the strata community.

Parking is an area where reasonableness plays a crucial role. Modern parking by-laws must be clear and enforceable. They should define visitor parking, regulate access

areas and prevent long-term parking in visitor bays.

A committee that enforces these rules consistently and reasonably is far less likely to face disputes or adverse adjudication.

Roles and responsibilities

Understanding the distinct roles within a body corporate is essential for eff ective by-law enforcement. The committee is the decision-making body and carries the legal responsibility for enforcing by-laws. It must assess complaints, determine whether a breach has occurred, resolve to issue contravention notices and escalate matters when necessary. The committee must also ensure that enforcement is consistent and reasonable.

The body corporate manager (BCM) plays a supporting role. A BCM cannot issue contravention notices without committee instruction. Instead, the manager guides the committee through the correct process, prepares

draft notices, maintains records, provides legislative interpretation and assists with dispute resolution applications. The BCM ensures procedural compliance but does not make enforcement decisions.

Where a building manager or caretaker is engaged, they often become the first point of contact for behavioural issues. Their role is operational rather than legislative. They monitor common property, report breaches, speak informally with residents and assist with evidence gathering.

Positive reinforcement

The most successful strata communities are those that embrace a proactive, transparent and fair approach to by-law enforcement. Consistency ensures fairness, permission ensures clarity and reasonableness ensures that decisions withstand scrutiny. Together, these principles form the foundation of modern strata governance. By-law enforcement is not about punishment. It is about

maintaining a safe, harmonious and equitable community where everyone understands their rights and responsibilities. When committees apply the principles of consistency, permission and reasonableness, they not only comply with the law, they build trust, strengthen community cohesion and reduce the likelihood of disputes.

As important as by-law enforcement is, recognition for those owners and residents who do the right thing is equally valuable. It is easy for committee members to feel that they are unpaid police officers of their strata community’s by-laws. However, it should be remembered that it is just as important to acknowledge and thank owners and residents who comply with the by-laws without the need for a contravention notice being issued. A thank you goes a long way towards building community appreciation and enhancing the strata experience. Suggested topics for future comment are welcome contact via editor@resortnews.com.au

What transfers well into MLR, and what doesn’t

By Sam Steel, Co-Founder, Resly

Stepping into management rights can be both exciting and confronting.

For many, it’s a natural progression from hospitality, real estate, trades, or small business ownership. For others, it’s a sharp learning curve.

So which skills genuinely transfer well into management rights? And which ones don’t carry over as easily as people expect? Let’s break it down.

The skills that transfer well

Customer service

At its core, management rights is a people business. Whether you’re operating a holiday complex or overseeing a residential building, you’re dealing with guests, lot owners, tenants, contractors, and committees, often all in the same day.

Strong customer service skills are one of the most valuable assets you can bring into the role. The ability to remain calm under pressure, listen actively, and respond professionally to complaints will serve you daily.

In holiday letting, guest expectations are immediate and emotionally driven. In residential complexes, owners are financially and personally invested. In both cases, clear, courteous communication is essential.

A background in hospitality, retail, or frontline service provides a strong foundation.

Relationship management

Management rights is not about one-off transactions. It is about

ongoing relationships. You will work closely with body corporate committees, individual investors, long-term residents and service providers. Trust is everything.

Skills in relationship management, proactive communication, transparency, reliability and followthrough all transfer exceptionally well. Managers who consistently keep committees informed, maintain strong contractor networks and communicate openly with owners tend to build more stable and profitable businesses.

Experience in real estate, account management or business development often translates directly into this area.

Conflict resolution

Disputes are inevitable in community living. Noise complaints, parking issues, pet disputes, short-term letting concerns and owner-versuscommittee tensions are all part of the landscape.

The ability to de-escalate situations while remaining neutral is critical. Strong managers stay calm and impartial, refer to by-laws and legislation, avoid emotional reactions and focus on solutions rather than personalities.

Backgrounds in HR, education, hospitality, or team leadership can provide excellent preparation. In management rights, you are often the buffer between competing interests, and your professionalism in these moments defines your reputation.

Practical & handyman skills

While management rights is not a trade role, practical capability is extremely useful. Caretaking duties typically include maintaining common areas, handling minor repairs and upkeep, overseeing gardens and pools, conducting routine inspections and identifying maintenance issues early.

You don’t need to be a licensed builder, but comfort with tools and problem-solving saves both time and money. Fixing small issues quickly (adjusting

a gate, repairing a latch, replacing fittings) can prevent larger, more costly problems.

A trade background, facilities management experience, or strong DIY skills can be a significant advantage. Equally important is knowing when to engage licensed professionals for regulated work.

Business & operational awareness

One of the most overlooked transferable skills in management rights is understanding the structure of the business. Your caretaking agreement is not just paperwork. It defines your responsibilities, service standards and remuneration. Successful managers take the time to fully understand what is, and is not, included in their duties.

Those with experience in contract management, compliance or structured service delivery often transition well because they work clearly within defined scopes, communicate boundaries professionally, avoid taking on unpaid or informal obligations and deliver consistently against agreed standards.

Knowing your agreement and managing it is part of running a sustainable operation. Management rights is not simply a role. It is a contractual business.

Skills that don’t transfer as easily

Pure sales skills without service depth

Being strong in sales can help when acquiring listings, but highpressure tactics do not translate well into community environments.

Management rights is built on trust and long-term relationships, not quick wins. Over-promising or focusing purely on commissions can undermine credibility.

Corporate management without hands-on adaptability

Corporate experience can be valuable, but management rights is far more hands-on than many

expect. You might be cleaning up after a storm at dawn, addressing a maintenance issue mid-morning, resolving a guest complaint at lunch, and attending a committee meeting in the evening.

Those accustomed to highly structured corporate environments sometimes struggle with the unpredictability. Flexibility and resilience matter more than titles.

Avoidance of conflict

In some professions, difficult issues can be escalated up the chain. In management rights, you are often the front line. If you tend to avoid difficult conversations, the role can become stressful.

Community living inevitably creates friction, and proactive communication is essential.

Perfectionism without pragmatism

High standards are important, but management rights require practical compromise.

Budgets may be limited. Committees may have differing views. Owners may not always agree.

The ability to balance ideal outcomes with realistic solutions is often more valuable than rigid perfectionism.

Final thoughts

Management rights rewards those who can balance service with structure, diplomacy with decisiveness, and hands-on work with long-term strategy.

The skills that transfer best are grounded in service, relationships, practical problem-solving, and operational discipline.

Those who struggle to translate are typically focused purely on hierarchy, quick transactions, or avoidance of difficult conversations.

For those with the right blend of people skills, business awareness, and resilience, management rights can be an incredibly rewarding and sustainable career path.

Relief Management:

Work absences without losing confidence

By Lynda Kypriadakis, The Diverse Group of Companies & DPX Projects

For residential strata caretakers, reliability is everything. Committees expect the building to run smoothly, owners want consistency, and residents often see the caretaker as the face of the scheme. But caretakers are human and, from time to time, life happens.

Whether it is a planned holiday, unexpected illness, a family tragedy, caring for a loved one, or even tending to a sick pet, absences are inevitable. The challenge is balancing personal needs with contractual obligations under the caretaking agreement while maintaining trust and confidence with the body corporate committee.

Managing work absences professionally is not just about taking time off. It is about ensuring continuity of service, clear communication and proactive relief planning.

Understand the committee’s perspective Committees are responsible for protecting the interests of all owners. When the caretaker is absent, their immediate concern is usually not the reason why, but whether the duties under the agreement will still be delivered. This can sometimes come across as impatient or unsympathetic, but it is often driven by anxiety.

Who is looking after the building? Will standards drop? Will residents complain?

A caretaker who understands this mindset is better equipped to respond calmly and professionally.

For planned absences such as annual leave, the most effective strategy is early notice and structured preparation. Committees appreciate caretakers who approach time off responsibly rather than leaving it as an afterthought.

That means giving notice well in advance, providing written dates and relief coverage details, confirming how emergencies will be handled, and offering reassurance that all key duties will continue uninterrupted. The more organised the caretaker appears, the less resistance they are likely to face.

Not every absence can be planned. Sick leave, family emergencies or unexpected personal crises can arise quickly.

In these moments, caretakers often struggle with how much to disclose. The key is to communicate professionally without oversharing.

Acknowledge the absence, provide a general reason without excessive detail, confirm that relief arrangements are in place, and reassure the committee that duties remain covered.

For example: “Due to an unexpected family matter, I will be unavailable for several days. Relief staff have been arranged to ensure all contractual duties are maintained, and I will remain contactable for urgent matters.”

This keeps the tone respectful and avoids inviting unnecessary scrutiny.

Relief staff

One of the most important responsibilities under most caretaking agreements is ensuring the role is fulfilled even when the appointed caretaker is absent. Relief staff are not a luxury. They are a necessity.

Committees tend to respond far more positively when a caretaker presents a solution rather than a problem. When arranging relief, use experienced strata or resort relief contractors where possible. Ensure they understand the site’s expectations, provide them with written schedules and checklists, brief them on key residents or sensitive issues, and make sure they present professionally on site.

Relief staff should not simply fill in. They should be capable of maintaining standards. A common frustration for committees is that relief caretakers may not perform at the same level as the full-time caretaker. This is a realistic concern, as no one knows the building like the permanent onsite manager.

The best way to manage this expectation is to address it upfront. Caretakers can explain that relief staff will ensure all required duties are completed, but, as with any temporary arrangement, they may not have the same familiarity with the scheme. Reassure the committee that detailed instructions have been provided to maintain consistency.

This frames the relief role properly: continuity, not perfection. Committees are often more patient when expectations are set early rather than after complaints arise.

Use systems to maintain standards

The strongest caretakers build systems that allow others to step in smoothly. This can include daily and weekly duty checklists, contractor contact lists, emergency and utilities shutdown procedures, site maps, key registers and bin schedules, and clear instructions for handling resident requests and complaints. The more structured the caretaker’s operation, the less disruption occurs during an absence.

Committees gain confidence when they see the caretaker runs the role like a business, not an individual personality-based service.

Communication during an absence should be simple and reassuring. A short update confirming that relief staff are onsite, key tasks have been completed and any issues requiring committee awareness is often enough.

Too little communication creates uncertainty. Too much detail creates noise. The goal is confidence, not constant reporting.

Building goodwill

The best time to prepare for an absence is when you are present and performing well. Committees are far more understanding when the caretaker has a strong track record, communication has been professional over time, duties are consistently delivered and trust has been built long before leave is requested. Caretakers who invest in relationships and reliability tend to face fewer disputes when absences arise.

Final thoughts

Work absences are part of life. What matters is how they are handled.

Caretakers who plan ahead, communicate professionally, arrange capable relief and manage committee expectations can take necessary personal time without jeopardising their contract or reputation.

Relief management is not simply about stepping away. It is about stepping away responsibly while ensuring the building continues to operate smoothly.

In strata caretaking, professionalism is measured not only by how you work when you are there, but also by how well you manage things when you are not.

Beyond the brush:

Why façade repainting is a governance issue, not a cosmetic one

By Mandy Clarke, Editor

There are certain agenda items that always trigger debate at a body corporate committee meeting.

Façade repainting is one of them. Someone inevitably suggests it is about time that the building had a refresh. And yes, new paint does transform a property visually. But if that is the primary lens through which repainting is viewed, the real purpose has been misunderstood.

Mark Derksen, Branch Manager at Programmed Property Services, says that repainting should not be viewed as purely an aesthetic change. “A colour change might give a building an uplift, but the real purpose is protecting the underlying substrate. When the coating starts to fail, your protective layer will be compromised and start to damage underlying materials due to exposure.”

In coastal and high-exposure environments, coating systems are the first line of defence against moisture ingress, salt attack, corrosion and

concrete deterioration. When coatings oxidise, blister or peel, it is not simply a matter of faded colour. It is the early stage of structural decline.

For resorts and mixed-use buildings, this conversation carries even more weight. These are not quiet residential blocks tucked away from public view. They are live businesses. They host guests

every day. They operate in high-traffic environments. Their condition influences reputation, revenue and risk.

Left too long, what should have been a straightforward repaint can evolve into structural repairs, waterproofing failures, additional work and budget pressure.

This is not simply opinion. From a building performance

perspective, façade repainting should always be treated as essential maintenance.

Dulux’s commercial services team is clear on this point. When coatings deteriorate or fail, buildings become vulnerable to water ingress, corrosion of steel elements and concrete spalling. Once moisture enters the substrate, the issue is no longer superficial. P36

From rooftop to ground level, and

A seamless and comprehensive approach to property care, ensuring that every aspect of your property is taken care of with excellence.

• Painting & Remedial

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System Repair

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Refurbishment In Progress:

Nexus Towers Exterior

Nexus Towers at 105 Scarborough Street, Southport, is in the process of transforming. The extensive exterior refurbishment delivered by Building Recti cation Services (BRS) is transforming both the North and East Towers, along with all surrounding Ground Level Structures, into a cleaner, brighter, and more contemporary presence.

This is not just a repaint, it is a complete façade transformation.

BRS are executing a full wash down, preparation, recti cation, and repainting program from the ground oor to the very top of the towers. Following premium Dulux Speci cations, every surface from broad masonry walls and balconies to parapets, sof ts, PVC and metal services, boundary walls, driveways, garden planterboxes and pool surrounds is receiving a dedicated prime and protective coating system. The Result, enhanced durability, superior and long lasting nish designed to stand up to the coastal conditions.

As a high-rise project, access is critical and BRS are delivering with precision. IRATA quali ed technicians completing façade drops

with expert rope access methodologies, supported by internal lift access and strictly management safety zones. Temporary fencing and controlled pathways ensure the works are progressing smoothly and safely, with minimal disruption to residents and guests.

With the North Tower program of 20 weeks and the East Tower at 24 weeks strategic overlapping schedules allows the entire refurbishment to be undertaken within a 24 week timeframe. An impressive achievement for a project of this scale. On completion in June 2026, Nexus Towers will present a refreshed, modern façade that not only elevates the buildings street presence but also safeguards it long term maintenance strategy. It will be a standout feature in the Southport skyline, refurbished, protected for years to come.

Building Rectification Services (Est 1985), is a product of a firm commitment to exceeding our customers’ expectations.

Offering a complete turnkey solution to building recti cation, we can organise everything from planning and specifying, to engineering, project management, service and repair. BRS stands behind every project we deliver, as we only use products of the highest quality from industry leaders. Contact Us: (07) 5539 3588

Chris Hussey, Managing Director of OPAT, echoes that view. He points to heavily oxidised coatings, blistering, peeling and moisture penetration as clear indicators that the building is no longer protected.

Daniel Oostendorp, Estimator/ Project Manager at BRS (Building Rectification Services), reinforces that without programmed inspections and timely recoating, chlorides can penetrate the concrete cover and initiate reinforcement corrosion, leading to cracking and delamination. What might begin as surface weathering can quickly escalate into structural remediation.

Matthew Salvesani, Founder and Director of Fidato, points out that repaint cycles typically sit around the ten-year mark depending on exposure and condition. However, he stresses

that appearance alone should not dictate timing. Annual or biennial washdowns play a critical role in maintaining warranty integrity and preserving coating performance.

The shift from maintenance to rectification often happens quietly. A small crack widens. A patch of spalling appears. A balcony begins to leak. By the time the deterioration is visible from the street, the scope of works may have expanded significantly.

Resorts are not standard residential projects

Repainting a holiday resort façade is a very different exercise from repainting a purely residential building.

Scott Burgess from Leisuretex describes holiday buildings as sensitive and fluid businesses. School holidays, major events

and occupancy patterns must be considered long before work begins. Poor timing can affect revenue and guest experience in ways that extend well beyond the project period.

Daniel Oostendorp agrees that resort projects must be carefully staged, so they remain operational during works. Noise, access and presentation need to be managed to minimise disruption and protect brand reputation. High pedestrian traffic and publicly accessible areas increase safety and exclusion zone requirements.

Matthew Salvesani says resort projects demand a strategic approach. Scheduling should avoid peak holiday periods where possible, and staging must be carefully coordinated to minimise disruption. Clear communication, supervision, signage and vehicle access planning are all essential.

Interestingly, he notes that residential only buildings can sometimes be harder to organise due to having multiple real estate managers and varied ownership interests.

Chris Hussey says that holiday buildings carry a different type of pressure. They must remain operational. Pools, entrances and common areas cannot simply close without consequence. He explains that disruption can be minimised by completing works one section of the building at a time, moving sequentially around the property so areas outside the designated work zone experience minimal impact.

Mark Derksen says weather delays, particularly strong winds and rain, can shift schedules quickly. “Having contingency plans, such as internal works that can be progressed when external painting is impacted, helps maintain momentum of the project without removing staff from a site.”

Planning and communication

Communication becomes the stabiliser. Detailed timelines should be provided well in advance. Notices distributed directly to residents and owners. If weather delays occur, updated schedules must be issued promptly.

Matthew Salvesani cautions that catching a guest or resident by surprise is not a minor inconvenience. It is a failure of planning.

Preparation is everything

There is a reason experienced contractors say that preparation accounts for the vast majority of a successful repaint. P38

P36

Cracks, concrete cancer, failed waterproofing, corroded steel and render must all be properly addressed before coating begins. Painting over defects does not solve them. It hides them temporarily.

Mark Derksen says the fundamentals of a quality painting project begin with good preparation. For example, in coastal environments, you must remove salt spray before coating. In a city location, you’re dealing with more carbon buildup from traffic. It is essential to understand the environment and how it dictates preparation. Coating selection should always be based on the environment, substrate, and protective factors.

Dulux emphasises that even the best coating system cannot perform over compromised substrates.

A clear technical specification outlining surface preparation, product selection and correct film builds is critical.

Daniel Oostendorp highlights the importance of removing salt deposits and assessing existing moisture levels in coastal environments. Contamination left in the substrate can lead to premature coating failure, regardless of product quality.

Chris Hussey warns that underlying water ingress, failed waterproofing and structural defects are often overlooked during tender, yet if not addressed upfront they can compromise the long-term performance of the repaint program.

Scott Burgess says that failure to accurately scope and allow for remedial works at tender stage can lead to costly variations. Choosing a lower price without due diligence may ultimately exceed more comprehensive submissions that have properly accounted for preparation and repairs.

Quality preparation is not an optional extra. It is the backbone of the entire program.

The real cost of waiting

In aggressive coastal environments, salt and ultraviolet exposure accelerate coating breakdown.

If repainting is delayed, oxidation can reach a point where additional primer systems are required. Scott Burgess says that this can add a third to the cost of works.

Chris Hussey explains that where simple washing is insufficient, a full primer coat may be specified. A two-coat system can become three.

Daniel Oostendorp adds that failed coatings allow moisture and chlorides to penetrate the concrete cover, accelerating corrosion of steel reinforcement and reducing the service life of the building envelope. What could have been routine maintenance becomes structural remediation.

Meanwhile, substrate issues continue to escalate. Concrete spalling expands. Reinforcement corrodes further. Water ingress leads to internal damage and mould complaints.

Insurance risk also becomes part of the equation. Neglected façades and falling debris in high traffic environments create liability exposure, and delayed maintenance may raise questions during policy renewals.

Dulux cautions that deferring routine repainting often transforms what should have been a planned refurbishment into a far more complex and costly restoration exercise. Maintenance is always cheaper than rectification.

Governance and tender discipline

Façade repainting is as much a governance process as it is a construction project. Chris Hussey strongly recommends

that committees control the tender process directly, with sealed submissions opened formally to ensure transparency. For complex buildings, engaging a specialist project manager to prepare a detailed scope of works and coating specification can reduce ambiguity.

Mark Derksen encourages strata committees to adopt a proactive mindset. “It’s essential for strata to approach maintenance early and fund it appropriately through strategic maintenance planning. Committees often believe they can push work out another year or two but delaying usually means the job becomes larger and significantly more expensive if the coating is already failing.”

Daniel Oostendorp emphasises the importance of selecting a contractor with proven high rise remediation experience and the ability to undertake a thorough façade assessment before coatings are applied. Proper planning ensures works are staged safely and disruption is minimised.

Matthew Salvesani says committees should be cautious of brief or generic proposals. A comprehensive submission should clearly outline preparation methodology, repair allowances, staging strategy and communication plans. P40

A milestone in quality and collaboration Admiralty Tower Two:

The successful completion of Admiralty Tower Two marks a significant milestone, reflecting not only the transformation of the building itself but also the strength of collaboration, planning, and workmanship that went into delivering the project.

From the outset, this project was approached as more than a standard repaint or remedial project—it was about protecting a valuable asset, enhancing presentation, and sett ing the building up for long-term performance.

Admiralty Tower Two presented a number of unique challenges typical of high-rise residential buildings.

Working at height, managing access limitations, maintaining resident safety, and minimising disruption to occupants were all critical considerations throughout the project lifecycle. These challenges were addressed through careful planning, experienced supervision, and the use of specialised access methodologies, ensuring works were completed efficiently while maintaining the highest safety standards.

A key focus of the project was the completion of initial remedial repairs prior to repainting. Addressing early signs of substrate deterioration, water ingress points, and aged sealants was essential to ensure the longevity of the new coating systems. By undertaking these repairs upfront, the project team was able to eliminate underlying issues that, if left untreated, could have compromised the finish and performance of the works in the years ahead.

The repainting phase was delivered using high-performance coating systems selected to suit the building’s exposure conditions. These systems were designed to provide long-term protection against UV exposure, weathering, and environmental pollutants, while also refreshing the building’s overall aesthetic. The result is a clean, modern appearance that enhances street appeal and reinforces the building’s presence within its surrounding precinct.

Throughout the project, strong communication played a vital role in its success. Regular updates were provided to stakeholders, and works were staged to reduce inconvenience to residents. This proactive approach ensured expectations were managed, access requirements were coordinated smoothly, and any unforeseen issues were resolved promptly without impacting the overall program.

Safety remained a constant priority from start to finish. Comprehensive exclusion zones, controlled access areas, and strict adherence to workplace health and safety requirements ensured that both workers and residents were protected at all times. This commitment to safety, combined with quality workmanship, allowed the project to be delivered without incident and to a consistently high standard.

The completion of Admiralty Tower Two is a testament to what can be achieved when experience, planning, and a long-term mindset come together. The building now benefi ts from improved protection, enhanced presentation, and a solid foundation for future maintenance planning. Most importantly, the works completed position Admiralty Tower Two to maintain its value and condition for many years to come—delivering lasting benefi ts to owners, residents, and the broader community alike.

Clarity on scope protects everyone involved.

He also warns against one-line price submissions. He says: “A lack of detail in a proposal is a red flag. If preparation allowances are not clearly outlined, variations often follow.”

Revising pricing without formal clarification can indicate a lack of transparency.

Governance discipline at the outset protects owners from disputes, budget blowouts and avoidable variations.

Safety in live environments

Working on lived in and busy buildings introduces layers of complexity.

Exclusion zones beneath active work areas must be clearly defined and respected. In busy locations, this may require coordination around pool decks, pedestrian pathways and vehicle access points.

Scott Burgess describes safety as a shared responsibility. Contractors must implement robust controls, but building managers and residents also play a role in maintaining safe environments.

Access methods such as swing stages, abseiling and elevated work platforms should be selected based on building configuration and operational impact. Smaller operators relying on internal unit access may increase disruption.

Supervision, signage and sequencing are not administrative details. They are operational safeguards.

Maintenance after completion

Repainting is not the end of the story.

Annual or biennial washdowns are critical in preserving coating performance and maintaining warranty integrity. They are commonly recommended and may be required under some warranty conditions.

Manufacturers commonly recommend routine cleaning to remove salt and contaminants that accelerate deterioration.

Matthew Salvesani stresses that committees should budget for ongoing maintenance as part of long-term planning.

A newly painted façade left unwashed in a coastal environment will age prematurely.

Regular maintenance supports warranty conditions and protects the investment made by owners.

Before After

A shift in mindset

Dulux emphasises that façade repainting should be treated as a structured asset protection program rather than a reactive expense, with exposure conditions, corrosion classification and ongoing maintenance built into long-term planning. It intersects with capital

planning, insurance risk, governance transparency and operational continuity. When approached proactively, with detailed scoping, clear communication and disciplined maintenance, repaint programs protect both the building and the business operating within it. When deferred or poorly managed, they become rectification exercises far

more disruptive and expensive than originally anticipated.

The consistent message from across contractors, manufacturers and remediation specialists is simple.

This is not about colour. It is about responsibility.

And for properties operating in exposed environments, responsibility cannot be postponed.

Note: This article is intended as general information only and does not constitute building, engineering, legal or insurance advice. Committees should seek independent professional advice tailored to their specific building and circumstances before undertaking façade works.

At Dulux, we recognise that property protection starts with innovative, durable coatings, quality products and professional colour advice.

Extending beyond coatings, we offer our commercial expertise, colour & product solutions and support throughout the project journey to assist you to protect your property over its serviceable life as efficiently as possible.

We leverage our deep expertise to support facility managers, commercial property owners, project managers, design teams, builders and engineers to maintain their property assets with confidence.

Our expert Commercial Repaint & Remedial team provides a variety of complimentary services and guidance customised to suit your building’s requirements.

The Dulux Commercial Repaint & Remedial Team can support your projects with:

• Site assessment & compiling scope of works

• Product and application technical specification

• Colour and design services*

• Assist with tendering and on-site quality assurance

*Fees may apply

• Provision of product warranties and maintenance advice

• Connecting you with reliable contractors

To find out more email commercialservices@dulux.com.au and our friendly Commercial Repaint & Remedial Team will get in touch.

dulux.com.au/specifier

Resly celebrates six years of innovation and growth

Resly marked its sixth birthday in style on Friday, February 20, hosting an exclusive celebration at Isoletto Privé at The Star Gold Coast. Industry partners, clients and friends gathered to reflect on the company’s journey and look ahead to its next chapter.

Branded Resly Turns 6, the event embraced a vibrant summer cocktail atmosphere. With thoughtful styling and a lively crowd, the evening struck a balance between celebration and purpose, a fitting reflection of a company that has built its reputation on both performance and personality.

Since launching in 2020, Resly has focused on developing technology designed to simplify operations and support accommodation providers to grow with confidence. Over six years, the business has expanded its

footprint, strengthened strategic partnerships and continued to invest in product development to meet the evolving needs of its customers across Australia and beyond. The evening provided an opportunity to acknowledge the clients and collaborators who have contributed to Resly’s growth, while outlining the company’s vision for the future.

“Turning six is an exciting milestone for our team,” said Sam Steel, Co-founder. “This celebration was not just about looking back at how far we’ve come, but about recognising the community that

has grown alongside us and sharing our vision for the future. We’re incredibly proud of what we’ve built together and even more excited about what lies ahead.”

The celebration also coincided with the unveiling of Resly’s refreshed brand and new website, signalling the beginning of the company’s next phase. As it enters its seventh year, Resly remains focused on innovation, customer success and delivering solutions that drive performance within the accommodation sector.

practice in all areas of Management Rights including:

• Sales and Purchases of Management Rights

• Top ups and variations of Management and Letting Agreements

5443 5266 simpsonquinn.com.au reception@simpsonquinn.com.au

• Advice on Management and Letting Agreements and Body Corporate Issues

• Body Corporate Disputes and Dispute Resolution, including the adjudication of disputes and appeals

MANAGEMENT RIGHTS

MOTELS & OTHER

8546

Asking Price: $1,550,000

Profit: $169,405

Gerard Dixon 0433 617 515

8175

Asking Price: $2,100,000

Bill He 0439 288 960

Holiday Management Rights

Asking Price: $1,660,000

Profit: $272,000

Antonio Curulli 0488 030 853

Mixed Management Rights ID: 8133

Asking Price: $2,900,000

Phil Trimble 0418 478 966

Craig Johnson, 0439 108 073 craig@hotelresortsales.com.au

Chenoa Daniel, 0403 143 151 chenoa@resortbrokers.com.au

Syd Douglas, 0427 973 537 syd@ras360.com.au

Alex Barker-Re, 0414 835 128 alex@cbmr.com.au

Starting big in QLD: A family’s first MLR

By Mandy Clarke, Editor

When we talk about new entrants to management rights, we often picture first-timers stepping into the industry, complete newcomers.

Ross and Julie Candy, alongside their daughter Kelly and son-inlaw Peter Cook, challenge that definition. Yes, they are new to Queensland management rights. But they are far from new to accommodation.

The two couples relocated from the east coast of New Zealand’s North Island in 2025, bringing with them more than 25 years of experience owning and operating motels and management rights businesses. Ross also has a background in real estate brokerage. They understand operations, guest expectations and refurbishment cycles. What they had not yet tackled was the complexity of the Queensland model.

And they chose to learn it at scale.

The opportunity

A relaxed family holiday in Port Douglas, Tropical North Queensland, became something much more serious when they saw Reef Resort Villas Port Douglas on the market.

With 146 lots in the main scheme and a further 26 in a second scheme, the numbers were

For new entrants to Queensland management rights, it does not get much more immersive

substantial. Importantly, the body corporate salary provided a reliable financial base. Beyond that sat plenty of upside: lifting letting pool performance, activating the restaurant and bar more effectively, and

creating sustainable growth through extended hours and improved operations. “We liked the size and scale,” Ross explains. “There was enough there for all of us to be supported.”

They contacted experienced

management rights broker Calvin Bailey and, with his grounded support, began working through what would become a lengthy and complex transaction. The mixed-use nature of the scheme, multiple income streams and vendor involvement required careful structuring and close analysis. Negotiations and due diligence stretched close to a year. There were multiple trips across the Tasman. An offer was made after a March 2025 visit. Numbers were interrogated. Terms were renegotiated. With Calvin’s thoughtful guidance helping to shape and steady the deal, a final agreement was reached. P52

A steady foundation for new operators Inheriting Resly:

By Mandy Clarke, Editor

When Ross and Julie Candy, alongside Kelly and Peter Cook, took over Reef Resort Villas Port Douglas, they inherited more than a 40-year-old mixed-use resort. They also inherited the existing property management platform: Resly.

For new entrants to Queensland management rights, that mattered.

A system built for management rights

Resly is widely used in the management rights sector and is designed to support the operational and financial demands of this model. It incorporates trust accounting functionality, owner statements, OTA integrations, channel management and integrated payment processing within a cloud-based PMS.

For a 146-lot mixed scheme with holiday lets, long-term rentals and multiple income streams, having a system already configured for management rights provided immediate structure.

“Trust accounting has been the biggest learning curve,” Ross says. “The regulatory framework here is very different to New Zealand.”

Property management made easy.

A big thank you to Ross and Julie from Reef Resort Villas Port Douglas for choosing us as your preferred supplier, we're proud to be part of your community!

Resly’s trust accounting features, including reconciliations, reporting and owner disbursements, have given the family a clear framework as they navigate Queensland compliance. OTA connectivity and payment automation have also helped maintain booking flow and cash control during the transition.

A supported handover

The previous manager remained for a two-month handover, allowing the family to observe processes, review reporting cycles and understand how the system was set up before taking full control.

Even so, stepping into a live PMS at this scale requires confidence. Ross says the Resly support team will be an important resource in the early months, particularly

when clarifying trust processes and reporting requirements.

Stability in the reset phase

Two months into ownership, Reef Resort Villas is still in reset mode. Maintenance is underway. Villas are being refreshed. Standards are being lifted.

Having a system purposebuilt for management rights has allowed the Candys and Cooks to focus on operational improvements, knowing bookings, channel connectivity and financial processes sit within a structured platform.

For new entrants adjusting to Queensland’s regulatory framework, inheriting Resly has not removed the learning curve. It has, however, provided a steady foundation to build from.

P50

On June 3, 2025, both couples sold everything in New Zealand and moved to Australia.

Two months in

Settlement occurred on December 15, 2025.

It is important to say this clearly: they are only two months in.

What they stepped into was a 40-year-old mixed scheme set on approximately 15 acres of tropical grounds. The scale is impressive.

So is the maintenance list.

Deferred works have accumulated over time. The pool, gardens and grounds

require significant attention. Standards vary across the 30 villas in the letting pool. Guest reviews have been average. There is understandable frustration among some owners regarding the resort’s presentation and day to day maintenance, and the financial operations of the resort demand disciplined, attentive management.

On top of that, two days after takeover, the AGM saw every committee position turn over.

Reef Resort Villas suddenly had new caretakers and a brandnew body corporate committee. A reset in every sense.

For new entrants to Queensland management rights, it does not get much more immersive.

Learning, lifting, rebuilding

Ross admits the steepest learning curve for him has been trust accounting and the broader Queensland regulatory framework.

“Even with a full real estate licence, the system here is very different to New Zealand,” he says.

There is also the reality of working with 144 individual owners. Refurbishment of units in Queensland management rights is collaborative. Owners must be brought along on the journey and encouraged to invest in their own lots to lift the overall standard.

The body corporate must also be on the same page when it comes to maintenance and common property improvements. Building strong relationships is essential, and all parties must aim for what is best for the building.

Peter has taken charge of maintenance and grounds, supported by two part-time gardeners across 15 acres. Kelly runs the office operations and oversees the bar and pool snack operation. Julie is overseeing villa refits, freshening them up one at a time, painting, renewing soft furnishings, replacing obsolete

chattels, spring cleaning, and gradually improving presentation. Pete and Ross are constantly liaising with the body corporate committee on matters as they move towards a more inclusive environment.

The pools, often regarded as some of the best in Port Douglas, have already seen noticeable improvements.

Ross says the focus during the wet season is to catch up on maintenance, garden clean-ups, and gradually get the lett ing pool to a standard that can compete confidently when the busy season returns. The work has started.

Ross admits they have a long road ahead, but he is full of enthusiasm.

“Happy days,” he says.

A work in progress

This is not a polished turnaround story. It is the early chapter of one.

Two months in, the foundations are being laid. Processes are being refined. Standards are

being lifted. Communication with owners is ongoing. Guest satisfaction is a priority, because positive reviews build momentum. With his granddaughters now sett led into their new schools and both families in their new homes, easing into the relaxed Port Douglas lifestyle, there is a sense of stability emerging. They all live off site but spend long hours at the resort, and Ross says the energy is already beginning to shift .

For our new entrants theme, Reef Resort Villas is a reminder that entering Queensland management rights is not simply about buying a business. It is about stepping into a community, navigating complexity and committ ing to long-term improvement. There is still plenty to do. But the groundwork has been laid, the sleeves are rolled up and the intent is clear.

We will revisit Reef Resort Villas next year to see how this next chapter unfolds.

Your Partner in Success

“Congratulations to the incredible Candy and Cook families of Reef Resort Villas, Port Douglas. Proud to be associated with you, and brokering your exceptional MLR purchase.”

Contact: Calvin Bailey FLREA Mobile: 0414 889 593 calvin@cbmr.com.au info@cairnsbeaches.com calvinbaileymanagementrights.com.au

WGC Lawyers has proudly served Cairns and Far North Queensland for more than half a century.

Our deep understanding of the region and our clients’ unique needs, built over decades, ensures we deliver with integrity and commitment.

Rhiannon Saunders Managing Director

Michael Huelin Director

If you’re reading a guest review, it’s already too late

Because the best way to manage reviews isn’t reacting to them — it’s preventing the bad ones from being written in the first place.

The tourism industry is increasingly turning to Pulsi to capture real time feedback from guests, helping to improve their guest experience and public reviews.

Today’s guests are always connected and increasingly comfortable sharing experiences through Google and Tripadvisor, but far less inclined to raise a concern in person. This creates a blind spot in the tourism sector, where staff often don’t know about a problem until it is too late to rectify.

Pulsi is designed to make it effortless for guests to share their experience and opinions, good or bad, directly with you, while they are still a guest. This gives you the opportunity to take corrective action during their stay —ultimately minimising the chance of a negative review being posted later on.

Simple for guests, powerful for business

Pulsi uses low-cost patented beacons, that can be branded to your business. Beacons are placed in guest rooms and shared areas such as reception, restaurants or gyms. Guests provide feedback by simply tapping their phone on a beacon. There’s no app, no login, no need for instructions. Within seconds their device becomes their feedback tool, enabling them to share an opinion or provide feedback by answering questions set by you and tailored to a particular location or experience.

If guest feedback raises an issue, Pulsi can send real-time alerts via email and SMS to nominated team members, allowing your team to respond immediately before a minor issue becomes a lasting impression.

Tailored to your property and your guests

No two properties are the same, and Pulsi adapts to suit any property type, brand or service style.

Some clients use Pulsi to simply solicit guest feedback. Others use it to personalise and enhance communication with guests, providing a deeper engagement experience.

Rim operator introduced Pulsi as a guest feedback tool, and it quickly became an integral part of their guest experience. Guests are now able to upload images of their stay, report issues to management and access key resort information.

Malcolm Darling, the General Manager at Mount French Lodge says of Pulsi:

‘We needed a solution where guests could be supported by

our team when needed. Pulsi has enabled us to offer a way for our guests to give feedback and to inform us if there is any shortfall in their experience.’

For Malcolm the key benefit was the real time alerts that he and the team receive from Pulsi when requests are made or an issue is reported.

‘For us, the alerts are a gamechanger, we’re able to be responsive yet discreet. We can now provide solutions when the guests are still here rather than hearing about it later, ensuring that we maintain our five-star review rating’

Mount French have even started using the Pulsi video feature for post-stay surveys. A personal message is sent by the team to thank guests for their stay whilst soliciting feedback and inviting a future booking, taking the personalised experience to the next level.

Simple or customised — How would you use Pulsi?

At its most simple, Pulsi provides a non-intrusive way for guests to give real-time feedback. At a more customised level it enables a richer, more personalised engagement with guests.

The question isn’t whether guests have feedback — it’s whether they have a simple, efficient and private way to share it at a time when you can do something about it.

Designed for businesses great and small

Pulsi is cost effective and takes just a few minutes to get started. And for those who are time poor, the team at Pulsi can help with initial setup and configuration.

Where online reviews heavily influence bookings, Pulsi provides something critical: visibility. For less than $2 per day, Pulsi enables you to stay informed, responsive, and in control of the guest experience.

Find out more at pulsi.co.

Don’t let a bad review ruin your business

Online reviews have a significant

impact on future bookings.

Intercepting bad reviews and turning them into good ones is

great for business.

How it works:

Pulsi is easy to setup and simple for phone obsessed guests to tap their own device. Simply place beacons where your guests are (guest rooms, restaurants, reception etc).

Guest taps beacon

Real time alerts sent to key team members Guest responds to your pulse Your informed team resolves any issues

A problem resolved is no problem at all, so after your guests check out you’re not blindsided by a bad review on Google or TripAdvisor.