In a profession where time is short and expectations are high; it's tempting to lean on temporary solutions. A patch here, a delay there, small measures that seem convenient in the moment but quietly defer the problem downstream.
But as every experienced strata manager knows, deferred action has a cost.
Just as buildings age, systems corrode, and concrete cracks, so too does trust, between owners, committees, and their managers, when communication falters and maintenance is reactive instead of planned. This is where the future of our profession lies: in long term thinking, proactive strategies, and a shift from crisis response to true asset stewardship.
Strata managers often work behind the scenes of bigger conversations about infrastructure, housing, and regulation.
But on the ground, we are the people holding those systems together. We are the ones managing fire compliance, chasing defective waterproofing, and explaining to owners why ignoring a crumbling retaining wall is not a savings strategy, it’s a liability. And we do this while maintaining neutrality, calm, and professionalism in emotionally charged environments.
There is growing recognition across the industry that we need more than surface level fixes. Whether it’s improving defect management processes, creating transparency through digital building information, or reforming how maintenance decisions are made collectively, the direction forward is clear. We need systems that don’t just react but anticipate. That don’t just patch problems but prevent them. We need to build a culture of proactive governance, one that treats common property not as a background concern but as a living, breathing asset that requires continual care.
One of the greatest shifts needed in our field is the mindset around maintenance planning. Preventive, long term asset planning is not a luxury or a wish list. It’s a necessity.
Too often, maintenance is treated as an afterthought, only prioritised when it becomes unavoidable or urgent. This reactive cycle eventually creates stress, inflates costs, and erodes trust.
If owners understood that proper planning could reduce levies, minimise disruptions, and even enhance property values over time, the conversation would change.
And so, part of our role as strata managers is educational. We must become better communicators of value, not just function. Helping owners and councils understand the ‘why’ behind capital works, insurance evaluations, or maintenance tenders builds alignment. When we bring transparency and clarity into the decision making process, it transforms perception: from being seen as messengers of bad news to stewards of progress.
In strata, there are no quick fixes that last. That’s the paradox.
Every shortcut is borrowed time. When difficult conversations are postponed, we mortgage the future of the buildings we’re entrusted to manage.
The role of the strata manager, therefore, isn’t to simply execute instructions. It’s to guide, inform, and lead. That leadership might look like an early stage maintenance plan that prevents five figure levies in five years. It might be helping a council navigate past indecision toward a necessary special resolution. Or it might be saying no when everyone wants to hear yes.
Strata management is not about maintaining status quo. It’s about improving systems, relationships, and outcomes, one decision at a time. It’s about balancing legislative compliance with practical reality. About being the calm voice in a meeting where opinions clash, and the decisive one when urgency demands action. With more Australians living in strata than ever before, our choices now shape the environments they call home.
This profession demands clarity, not just compliance. It demands foresight, not just form filling. And above all, it demands integrity, from each of us and from the industry as a whole. We don’t just keep the lights on; we keep communities functioning.
And for those who are curious, capable, and committed, strata still offers something few other careers do. The chance to lead with purpose and leave something better behind.
The foundation we build now determines the strength of what follows. Let’s make sure it’s one worth standing on.
About the Author
With over eight years in the strata industry, Koebie Forward has built his expertise from the ground up—starting in maintenance coordination before advancing through strata management into his current leadership role. Today, Koebie dedicates himself to transforming the profession by refining operational systems, mentoring high-performing teams, and bringing a more personalised approach to strata management without sacrificing efficiency. His practical experience and innovative perspective make him a respected voice in the industry.
Koebie Forward, Team Leader and Certified Strata Community Manager at Strata Administration Service
Michael Teys advises strata management businesses on improving profitability through professionalisation and streamlined operating systems.
He has more than 30 years’ experience as a strata lawyer and academic and has owned 11 strata management agencies throughout Australia. He has a Master of Philosophy (Built Environment) and Bachelor of Laws. He lectures and writes widely about strata management issues in Australia and internationally.
