© 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.
Q Tell us about your background and how you came to your role at Crabtree?
A After leaving school I studied at Moray House College in Edinburgh and then moved to London in 1985. I took up a position managing a community centre in Neasden. After two challenging years I decided I wanted a career break. Friends suggested I might make a good property manager and I applied for a job at Simmonds and Partners. I found I was able to combine my people skills with my interest in buildings. After the company was taken into a larger group structure in 2000 I left and took up an opportunity with Crabtree. I became a director in 2002 and was part of a management buy-out that took place in 2003.
Q What do you see as the greatest challenges affecting you in this role?
A My biggest challenge is continuing to develop the personnel and the structures within our organisation to enable us to grow and retain the ability to deliver a professional people-focused service. We have a great team, but it has been hard work recruiting and putting the correct structures in place. I believe getting things right at the beginning of our re-organisation programme, which began after the management buy-out, has been the key to our success.
Q Should property managers be qualified? Do you believe property managers should be regulated? Do you think ARMA is doing a good job?
A All of our property managers are either qualified or affiliate members of the IRPM. It is essential that we raise standards across the industry through education and qualification. We take training seriously at Crabtree and we have our own two-year graduate training programme for property managers.
I am in favour of regulation but I appreciate that this will not happen overnight. In the meantime we need to ensure that all reputable agents work together to improve standards and change the perception about our industry.
ARMA has come a long way since it was established in 1991. They are doing a great job in many areas of their work, but there is so much more to do. I would personally like ARMA to assist in raising the profile of our industry. I am aware that they are focussing on this task and look forward to seeing some positive results in the near future.
Q What is your company’s unique selling point?
A We have many unique aspects to our approach to residential property management. Our two-year graduate training programme, mobile site inspection unit, branch status with the Bank of Scotland to name a few. Also, we are an independent specialised residential management company run by a board of directors all with residential property management experience. We appreciate what is required to do the job and we allocate our resources accordingly.
Q How do you plan to increase your services?
A We have been growing steadily during the past five years. We try to anticipate growth and build up our resources in advance. Through our graduate training programme we are producing our own property managers. We have made a huge investment in terms of internal structures and resources. In 2000, when I joined, we had eight stressed members of staff. We are recruiting our 40th member of staff, only seven years later. On the 1st of September we will open a second office to accommodate our building surveying and new development departments.
Q What are the main concerns of your customers? And do you generally manage to help with these concerns?
A Our customers want their properties managed in an efficient and cost effective manner. Today lessees want to know that calls will be answered and their requests and questions dealt with in an efficient manner. Having excellent systems and procedures allows us to do this.
We have a policy of tackling concerns and complaints head on. We address the issues and seek to find a solution. I believe customers appreciate this style. If you have a problem with our organisation there will always be someone to look into your concerns and provide feedback.
Q What legislation will affect (either adversely or positively) leaseholders, resident associations and RMCs?
A The changes introduced under the Commonhold and Leasehold Reform Act have been interesting and, of course, there may be more to come. Any change in legislation can be challenging but the key for managing agents is to be prepared in advance. The new smoking legislation is a good example of managing agents needing to be pro-active both in terms of providing information and getting the practicalities sorted out. I bet property managers are running around putting up no smoking signs right now.
Q Tell us a little about your personal interests
A I am married with two children and that takes up the majority of my very enjoyable personal time. I enjoy taking part in any sporting activity that is still suitable for a man of my age and physical condition. Last year we formed Crabtree FC that has been the source of great amusement around the office. My son and I support The Arsenal and get along to our new stadium as often as possible.