Nobody’s denying how busy strata management is, for both the manager and the vendor. A solid working relationship is key for getting jobs, keeping contracts, and growing the business. But as a vendor, how do you move from just another cold call to actually winning the work?
Jaclyn Jeffrey, former real estate managing broker turned writer, has shared practical strategies for vendors who want to build lasting relationships with strata managers. Her insights highlight what works, what doesn’t, and how vendors can stand out in an industry where trust and clarity often matter more than price.
Understanding the challenges strata managers face
Strata managers are often the gatekeepers between vendors and the ultimate decision-makers: the strata councils. Their role is demanding. Managers handle every aspect of community operations, from routine owner questions to complex maintenance schedules and emergencies. And this isn’t just for one property. A single portfolio can include more than 15 individual strata corporations.
Time is their scarcest resource. Cold calls or lengthy sales pitches rarely succeed because managers simply don’t have the bandwidth. As Jaclyn explained, “Managers are already stretched thin. If you want to connect, you have to respect their time and keep it simple.”
For vendors, success comes from being clear, concise, and helpful. It does not come from adding to the manager’s workload with long pitch decks, fancy lunches, or unexpected visits.
Outreach that works
Cold emails and calls rarely get results. Managers do not have time to respond to unsolicited pitches from vendors they do not know or trust. Most of those messages go unanswered. Referrals and networking are the most effective ways to meet managers.
Trusted recommendations from other managers or established vendors carry far more weight than an unsolicited email. Meeting people at networking events, often hosted by associations like PAMA, BOMA, or CHOA, is another strong entry point. Asking current clients for introductions is also an underrated but effective strategy. Colleagues remain the most trusted references for managers.
Do not forget the follow-up. A brief email after a meeting or industry event keeps you fresh in the manager’s mind. Jaclyn advises keeping emails short, clear, and professional. A two-page sales document is far less effective than a crisp message with relevant details and an offer to follow up.
The decision-making process: councils, not managers
A common mistake vendors make is assuming the strata manager has final authority. In reality, it is the council that makes the final decision. Managers act as advisors who filter proposals, present options, and answer questions.
Proposals that are concise and well-organized, with complete information instead of fluff, help managers present them with confidence. Vague or incomplete proposals frustrate managers and are unlikely to succeed.
As Jaclyn emphasized, “Strata managers are not there to sell your service. They’re there to guide their councils. The better you equip them, the better your chances.”
How vendors can stand out
So, what separates the vendors who win the business from those who don’t? According to Jaclyn, the qualities that matter most are empathy, responsiveness, and a little bit of humor. It is not the fancy lunches or branded gift bags.
Vendors who understand the realities of strata management go further. Asking thoughtful questions early in the process, such as “When will council be planning to make a decision?” shows awareness of the manager’s timeline and avoids unnecessary pressure for updates. Submitting complete proposals with all necessary information also shows respect for the process.
Responsiveness is equally important. If a manager reaches out, it is best to acknowledge the call or email right away. When vendors are slow to respond, managers often move on to the next option.
And sometimes, a little creativity helps. Jaclyn noted that one vendor used a niche “New Kids on the Block” marketing tactic that actually secured them a meeting. Thinking outside the corporate box can work, as long as it is done with professionalism.
Beyond price: what strata councils value most
While cost is always a factor, decisions are rarely based on price alone. Reliability and communication often matter more. A slightly higher-priced vendor who consistently delivers quality and communicates well is far more valuable than the cheapest option that creates headaches.
Managers and councils look for vendors who are dependable in emergencies, transparent about costs, and willing to go the extra mile. As Jaclyn summed it up: “Price gets you in the door, but performance keeps you there.”
Building relationships that last
Relationships are the foundation of successful vendor partnerships. Authenticity matters. Managers remember vendors who are approachable, honest, and professional.
Educational outreach can also position vendors as knowledgeable resources rather than just service providers. Offering site walkthroughs, lunch-and-learns, or short webinars helps build credibility.
When issues arise, whether it is a scheduling delay or a supply chain hiccup, proactive communication is key. Managers value vendors who acknowledge challenges early and follow through on commitments.
Regular updates on large projects and immediate communication about delays build credibility and prevent surprises. If a vendor helps the manager look good to the council, they are more likely to be hired again and recommended across the manager’s portfolio.
Preferred vendor lists: how to get on them
Getting on a preferred vendor list is a common goal, but it is not always simple. Not every brokerage has one, and if they do, the strata manager is usually not the person who maintains it. It is typically managed at the operations or senior management level.
The best way to get on a list is to prove yourself through quality work, professionalism, and consistency. Managers can then recommend vendors for addition. Networking and peer introductions also help. Ultimately, vendors stay on preferred lists by being reliable, transparent, and easy to work with.
Common pitfalls vendors should avoid
- Even the best relationships can erode if vendors make common mistakes. Hidden or unclear fees are a major frustration, especially in fire inspection and landscaping contracts where add-ons are common. While experienced managers may recognize these issues, newer managers often struggle to decipher the real costs. Being upfront about pricing is essential.
- Another pitfall is how mistakes are handled. Errors happen, but denial or evasion makes them worse. Owning up quickly and providing a solution preserves trust. Avoiding responsibility damages credibility and relationships.
- Finally, bypassing the manager to approach the council or senior leadership directly is almost always a dealbreaker. It shows disrespect for the manager and the process, and it usually closes the door to future opportunities.
Managing council relationships
Once a contract is awarded, it is important to work with the manager to establish how best to engage with the council. Site walkthroughs, attending meetings, or having a council liaison are all useful approaches, but always with the manager’s knowledge and approval. Keeping the manager in the loop on communication is a sign of respect and professionalism.
Flexibility is also important. Building needs and timelines shift frequently, and vendors who adapt without complaint are more likely to secure repeat business.
Vendor relationships are about trust
The message is clear. Building vendor relationships with strata managers is about trust. Vendors who respect the process, communicate clearly, and deliver consistently are the ones who stand out.
For strata managers, reliable vendors reduce workload and strengthen communities. For vendors, being professional, transparent, and collaborative is not just good business. It is the path to long-term success.