© 2025 News On The Block. All rights reserved.
News on the Block is a trading name of Premier Property Media Ltd.
© 2025 News On The Block. All rights reserved.
News on the Block is a trading name of Premier Property Media Ltd.
NOTB Could you tell us about your background and how you became involved in property management, particularly the benefits of a mechanical engineering background?
AT After gaining a degree in Mechanical Engineering from King’s College London, I went straight into graduate training in IT consultancy and worked for ICL and Oracle. After 8 years in the industry and having worked on major IT projects (some property related) I then decided to focus my efforts on my first passion – property. Having been intimately involved in property related projects I then put my knowledge gained to use and worked for medium sized property management companies in various managerial roles and soon after felt I could offer superior service and ethos than that offered by companies I worked for. To this end I bought a small Sheenbased property company with 10 blocks under management which soon grew to 20 within 12 months – with the experience gained I then had the opportunity to buy JJ Homes (est in 1980) in 2004 which then managed 70 and today now has fast approaching 200 blocks under management. I feel my combined technical training at University and skills learnt in
the industry has enabled me to understand the fundamental forces at work within the built environment along with the ability to optimise systems, streamline processes and gear a work ethic towards business success.
NOTB Where is the history of JJ Homes? Can you tell us a little about your business and your goals when acquiring JJ Homes?
AT JJ Homes has actually been going since 1960 (!!) run by a local gentleman and a small team. It was then established as
a Limited Company in 1980 and then run by a local surveyor. My thoughts were the company had an established local reputation giving me an ideal platform to build on. With the right systems and people in place, I felt I could take the company to the next level. Indeed this has happened as we have grown 6 fold since 2004. Our aim now is to consolidate this growth in terms of focussing heavily on customer retention through personal pro-active service.
NOTB JJ Homes has grown considerably over the last few years. How have you managed this growth?
AT One word..People. We are a service-driven company and as such rely solely on the professionalism, energy, drive and enthusiasm of who we employ. All staff (from admin to the general manager) are paid a large portion of their salary as a quarterly bonus geared around customer satisfaction and retention as well as overall company performance. Each have regular reviews, personal objectives, attend regular training at ARMA and all are on profit share. It works, the staff are all well motivated and retention is very high. We also all go out on a monthly basis for a few beers or 10 !!!!
NOTB The property management market is extremely competitive. What gives JJ Homes the competitive advantage?
AT As well as in people, we have invested heavily in technology. We have recently installed mid-range IBM servers in the office which under pins super-fast Citrix software enabling amongst other things full remote access to ALL data throughout the company, anywhere, anytime on any device – Good news for clients is round the clock service from JJ Homes.
NOTB Do you believe that branding is important in property management?
AT Yes, but you are only as good as what your clients say….each and every one…small or large… We have grown primarily
through recommendation - it is that important to me that I pay a large bonus to every employee when we win business
through recommendation as each employee contributes (via personal objectives set) to the service offering we deliver.
NOTB What are the key factors in running a successful property management company?
AT As I’ve already mentioned, in my experience it’s been about attracting, incentivising and retaining the right people for
the right job. Internal promotion is also key to this…we had a property manager (Pam Ashton) who started with us 4 years ago who is now General Manager and shareholder. One of our accounts staff (Nikki Baines) showed exceptional flair when she started and has now risen to Head of Accounts in 2 years. All property managers are also given the opportunity to progress within the company so if any of you are reading this… come and see me.
NOTB How has/will the recession affect the property management business?
AT We grew 17% in 2008 so whilst it has not affected us yet I am sure it may as for instance with a slowdown in house sales
our Solicitor Enquiries, which is a minor revenue stream for us, may be lower. On the whole though we have recently experienced higher levels of enquiries as people look at ways of getting more value for money from managing agents and
therefore come to us….I would say that though wouldn’t I?
NOTB Will the property management business be affected adversely in the long-term? If not, what benefits do you see to
property management as a result of the downturn?
AT No. Like I said people will be looking ever more closely at their outgoings and realising their money could be spent
elsewhere with agents that can add real value to their properties – our remit is to add at least 5% to the value of each property
we manage through effective service.
NOTB Do you believe that property managers should be regulated?
AT Yes absolutely, I don’t feel ARMA is enough…we should have an FSA type approach to the industry. This I feel would wean out poor performers, poor investors in people and technology and hence poor service.
NOTB We have an article on rogue property managers in this issue. What is the worst “property management horror story” you
have heard?
AT We recently took on a development of 220 Units built 6 years ago which had a pumping station on site – due to the previous agents incompetence the station had not yet been adopted by Thames Water and the residents complained
of a smell of sewage. We sent in and supervised a specialist company to clear the blockage. They freed the pump but were
unable to re-site it as there was too much blockage. We had to organise the tankers to clear 64,000 gallons of sewage which
had only built up over 3 months !! It was caused by inappropriate items being flushed down the toilets – thankfully due to
numerous letters to residents and meetings organized by us this situation has not reoccurred.
NOTB What factors are important for a leaseholder when choosing a property management company?
AT Obviously make sure they are ARMA registered, established and a have a good reputation. When approaching them get
a feel right from the start of how responsive they are…if they take more than a day to respond to your initial enquiry rule them out immediately as this is a litmus test of service to come and your importance to them moving forward. If they do respond within a day, ask them how their staff are paid (ie customer satisfaction and retention)…if they haven’t got this policy in place…rule them out. Make sure you deal with the right sized company (and for god sake not a company that is part of a “group”) for your development and ensure your enquiry is responded to by the MD of that company and not an anonymous manager or director as accountability will be important in the future…. so ensure personal service from the start.
NOTB What has been the most difficult moment for you as a property manager?
AT I think perhaps striking a balance with lessees over issues that are sometimes out of our control, for instance….snow.
NOTB What do you do to unwind when you’re away from the world of PM?
AT I play tennis doubles in the surrey leagues and represent my local club…not much fun in the snow but great in the summer... That’s really all I have time for as it takes most weekends but I really fancy improving my sailing ability which is limited to commandeering a sunfish in the local park lake at the moment.