Current-state review
A review of shared areas, systems, suppliers, open issues and the present service level.
For buildings considering a change of management company
Paying for management, yet the committee still has to chase everything?
A management company should provide order, continuity and a professional address. When delivery falls short, the committee continues checking, reminding and handling complaints even though the building is already paying for management.
Changing company can feel risky: contracts, documents, balances, suppliers and open tasks all need continuity. A sound change therefore begins with a factual assessment and a clear transition plan—not a rushed decision.
The reality you may recognise
When the gap between promise and delivery keeps growing
It is rarely one dramatic event. More often, a series of small failures creates the feeling that the property is not receiving the standard of management it needs.
- ✓
Requests receive no timely answer or disappear without an update.
- ✓
Temporary repairs fail and the same faults return repeatedly.
- ✓
Cleaning, landscaping or maintenance does not match what was agreed.
- ✓
There are no proactive inspections or preventive maintenance plan.
- ✓
Suppliers are called but their attendance and completion are not followed up.
- ✓
Expenses and invoices are not presented or explained clearly.
- ✓
Current reports on collections, arrears and balances are difficult to obtain.
- ✓
Committee members still perform a substantial part of the daily work themselves.
- ✓
Residents direct frustration at the committee because they have no effective service address.
- ✓
The building hesitates to change because the contract or handover appears complicated.
The purpose is not to replace a company at any cost. It is to determine objectively whether the existing service fits the building and what is required for genuine improvement.
How we address it
We assess the building before proposing the solution
We start with the complete picture: what was promised, what is delivered, which systems exist, how the budget works and what is driving dissatisfaction.
Agreement review
We examine documents the building makes available, including management dates, relevant suppliers and commitments.
Defined service plan
Responsibilities, visits, request handling, reporting, collection and control are specified before work begins.
Maintenance programme
Routine servicing and checks replace a model based only on reacting to failures.
Budget transparency
The cost and commitments of the desired service level are presented clearly.
Structured transition
Documents, balances, keys, codes, access, contracts, suppliers and open tasks are listed for continuity.
Do not change under pressure—change with a plan
Before committing, the existing agreement and the decisions required from owners must be understood. Existing obligations should not be ignored, and a transition should never take place without records.
Once the building decides to move, we prepare an onboarding process designed to reduce information loss, collection gaps and tasks falling between providers. Every transition is adapted to the specific property.
How we start working together
How we start working together
Confidential conversation
We identify what is failing and what the committee needs from its next service.
Building review
We visit, map systems and review the information made available.
Clear alternative
We present responsibilities, budget, service levels and an onboarding plan.
Continuity and setup
Information, suppliers and open tasks are transferred into a new tracking and reporting system.
FAQ
Questions clients usually ask before starting
Must we wait until the current contract expires?
This depends on the agreement and the decisions the building is entitled to make. The specific contract should be reviewed and legal advice obtained where appropriate.
Can we receive a proposal before notifying the current company?
Yes. An initial assessment can be prepared from information the committee is entitled to share, without making an operational change before the required decisions.
How do you prevent documents and information being lost?
We use an onboarding list covering balances, reports, contracts, contacts, keys, permissions, open faults and maintenance dates.
Must all suppliers be replaced?
No. Each supplier is assessed on service, price and fit. Good suppliers can continue after the management company changes.
ALTIT LUXURY
Other solutions
Self-managed owners’ committeesFor committee members spending hours on faults, suppliers, collections and resident requests—and seeking professional support without losing oversight.Read the complete solution →Developers, contractors and project marketersOperational support from pre-occupancy planning through handover, with a workable budget, suppliers and management structure.Read the complete solution →Owners in a new projectFor owners who have received keys but still have no committee or management company and need to establish fees, suppliers and operating routines.Read the complete solution →
Eilat and the surrounding area
Could your building be managed better?
We will listen to what is not working, review the facts and present an orderly route to improvement or transition.