Strata management is a profession that operates at the intersection of law, property, people, and process. It is complex, highly regulated, and constantly evolving, with a demanding workload that requires both technical precision and human sensitivity. A useful way to explain the nature of our role is through a medical analogy. Specifically, that of a general practitioner.
In many ways, a strata manager is the GP of the building. The Strata Titles Act 1985 and General Regulations 2019 are our version of the human body. It’s layered, structured, and often requires a careful process of interpretation. When an owner raises a concern or a council lodges a request, we diagnose the issue within this framework and offer a ‘prescription’: a work order, legal referral, or tribunal application.
But the comparison has its limits. Unlike a GP, who focuses solely on patient consultations and referrals, a strata manager is expected to do it all, simultaneously. We’re coordinating maintenance, enforcing by-laws, managing financials, guiding legal compliance, facilitating council decisions, and fielding dozens of owner inquiries, often all in the same day. It would be the equivalent of a GP not only running a full clinic, but also performing surgery, managing the reception desk and answering the phone between patients.
This isn’t about sympathy; it’s the job we sign up for. It’s a professional responsibility we take seriously. But strata management is not a one-way service. Owners and council members are not just recipients; they are participants in a shared responsibility. Strata governance only works when both sides understand the relationship is reciprocal. Owners rely on our systems, structure, and expertise to keep their buildings running; we rely on timely communication, realistic expectations, and collaborative decision-making to deliver an effective service.
Without strata managers, a scheme can quickly become disorganised and vulnerable to risk. But without engaged owners, even the best management falls short of its potential. The relationship is, and always will be, a partnership, with both roles existing in tandem, not in opposition.
The GP analogy isn’t just about illustrating complexity, it’s about acknowledging that strata management is a profession of diagnosis, delegation, and decision making. It is grounded in legislation, guided by due process, and executed through people. The better we understand each other’s roles, the more effectively we can move forward, together.
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.
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.
