Name:
SANDY MAECK
Designation(s):
RCM, OLCM
Company:
GUARDIAN PROPERTY MANAGEMENT (PETERBOROUGH)
Years woking in the profession:
15
Year RCM obtained:
2012
Other education:
Associate Degree - Geographical Information Systems
Mentor(s) in the industry:
Dean McCabe, Robert Weinberg, Andrew Nyman, Carrie Arbic
What path brought you to a career as a condominium manager?
At the time, I was working for the federal government as the Executive Assistant to the Director General of HRSDC. My career was stable, but my personal life was anything but. I was going through a rough relationship that eventually led me to make the difficult decision to leave and start fresh in Florida.
It was there, while working for my uncle’s property management firm, that I discovered my passion for property management. I immersed myself in the industry, learning firsthand about the challenges and rewards of managing properties, handling clients, and ensuring smooth operations. It was an eye-opening experience—one that made me realize I had found a career path I truly enjoyed.
When I returned to Canada, I knew I wanted to continue in this field. I began pursuing both the education and hands-on experience needed to establish myself in property management. Over time, I built my expertise, developed strong relationships, and eventually became a condo property manager. Looking back, I see how an unexpected life change led me to a career that I not only love but also excel in.
How has your membership in ACMO helped you in your career?
Earning my RCM designation through ACMO was a game-changer in my property management career. While I had already gained hands-on experience in the industry, obtaining this credential solidified my expertise, opened doors to new opportunities, and positioned me as a trusted professional in the field.
The rigorous education and training required for the designation deepened my understanding of condominium law, financial management, governance, and conflict resolution—key aspects of effective property management. It also gave me the confidence and credibility to take on more complex properties and leadership roles.
Beyond the knowledge, my RCM license expanded my professional network. It connected me with industry experts, fellow managers, and key stakeholders, allowing me to stay informed about best practices, legal changes, and emerging trends. This network has been invaluable in navigating the challenges of condo management and growing in my career.
Most importantly, having the RCM designation has set me apart in a competitive industry. It has given condo boards and property owners the confidence that they are working with a qualified and knowledgeable professional. It reinforced my commitment to high standards and professionalism, ultimately leading to career growth, trust, and long-term success in the field.
What is one must-have skill for a condominium manager? Why?
One essential skill every condominium manager must have is strong conflict resolution.
In condominium management, conflicts are inevitable—whether it’s disputes between residents, disagreements with board members, or handling difficult contractors. A skilled manager must navigate these situations professionally, ensuring that all parties feel heard while finding fair and effective solutions.
Strong conflict resolution helps maintain a harmonious community, prevents small issues from escalating, and fosters trust between the manager, residents, and the condo board. Without this skill, tensions can rise, leading to inefficiency, legal disputes, and an overall negative living environment.
A condominium manager who can mediate conflicts with confidence, fairness, and professionalism will not only ensure smoother operations but also build a strong reputation as a trusted leader in the industry.
Tell us about a personal success story on the job.
One of my most rewarding successes as a condominium manager came during a time of high conflict within a condo community. The board was divided, residents were frustrated with management decisions, and tensions were at an all-time high. Complaints were piling up, and communication had completely broken down.
Rather than letting the situation escalate further, I took a proactive approach. I scheduled a town hall meeting where residents could voice their concerns openly. I listened attentively, acknowledged their frustrations, and provided clear, transparent explanations about management decisions. I also worked closely with the board to improve governance, ensuring that processes were fair and in the best interest of the entire community.
Through effective communication, mediation, and problem-solving, we turned the situation around. Residents began to feel heard, board members worked together more effectively, and the overall atmosphere in the building improved significantly.
The most fulfilling moment came when a long-time resident approached me to say, “Thank you for bringing back a sense of community. We finally feel like our concerns matter.” That experience reinforced my belief that a good condo manager isn’t just about managing buildings—it’s about managing people, relationships, and trust.
What’s your biggest challenge as a manager?
One of the biggest challenges I face as a condominium manager is balancing the diverse expectations of residents, board members, and contractors while maintaining fairness and professionalism.
Every condo community is made up of different personalities, priorities, and perspectives. Some residents want immediate action on minor issues, while others are more patient. Some board members have strong opinions on policies, while others rely heavily on management for guidance. Navigating these dynamics requires constant diplomacy, problem-solving, and clear communication.
Another major challenge is handling conflicts and high-stress situations. Whether it’s a heated dispute between neighbors, a difficult board member, or an emergency repair that sparks frustration, I have to remain calm, professional, and solution-focused. Managing emotions—both my own and others'—is a key part of the job.
Despite these challenges, I’ve learned that the key to success is setting clear expectations, staying transparent, and maintaining strong leadership. While not every decision will please everyone, my goal is always to act in the best interest of the community and uphold the integrity of the building.
What’s your favourite part of the job?
What I love most about being a condominium manager is problem-solving and creating a positive living environment for residents. Every day presents new challenges, and I enjoy finding practical solutions that enhance the community and make life easier for everyone.
I also value the people aspect of the job—building strong relationships with residents, board members, and contractors. Knowing that my work directly contributes to residents' comfort and satisfaction is incredibly rewarding. Whether I’m resolving conflicts, streamlining operations, or overseeing new projects, I take pride in making a meaningful difference.
Another aspect I truly enjoy is the constant learning and professional growth. Property management is always evolving, with new regulations, technologies, and industry best practices shaping the way we work. Being an ACMO member allows me to stay ahead by accessing valuable resources, attending seminars, webinars, and ongoing education that help me refine my skills and stay at the top of my field.
At the end of the day, seeing a well-managed, thriving community and knowing that my efforts contributed to its success is what makes this career so fulfilling.
Best business advice you ever received.
The best business advice I ever received came from Andew Nyman, and it has stuck with me throughout my career: “Never take anything personally.”
In the world of property management, emotions can run high. Whether it's dealing with an upset resident, a frustrated board member, or a difficult contractor, it’s easy to get caught up in the negativity. But this advice reminded me to stay professional, keep my emotions in check, and focus on solutions instead of reactions.
By adopting this mindset, I’ve been able to navigate conflicts with confidence, make level-headed decisions, and maintain my integrity in challenging situations. It has helped me build strong relationships, earn trust, and create a reputation as a calm, fair, and effective condo manager.
At the end of the day, business is business. The key is to remain professional, focus on facts, and not let challenges shake your confidence.
Answer this statement – I am an RCM because…
I am an RCM because I am committed to excellence, professionalism, and continuous growth in the condominium management industry. Earning my Registered Condominium Manager (RCM) designation and my General Licence, has not only enhanced my knowledge and skills but also set me apart as a trusted leader in the field.
Being an RCM means upholding the highest standards in property management, from financial oversight and legal compliance to conflict resolution and community building. It signifies my dedication to ongoing education, ethical practices, and delivering the best possible service to residents and condo boards.
Most importantly, I am an RCM because I love what I do—helping communities thrive, solving problems, and making a meaningful impact in the lives of those I serve.
Where do you see yourself in five years?
In five years, I see myself as a recognized leader in the condominium management industry, continuing to make a meaningful impact on the communities I serve. I aim to further expand my expertise, take on larger and more complex properties, and possibly mentor new property managers entering the field.
I also see myself leveraging my experience to contribute to industry growth, whether through speaking engagements, training, or advocating for best practices in condominium management. As an RCM, I want to continue learning, staying ahead of industry trends, and using my knowledge to improve condo communities.
Beyond that, I hope to build a strong, balanced career that allows for both professional success and personal fulfillment, ensuring I maintain my passion for the work while also making time for my own well-being and growth.
What recent project that you completed can we highlight?
One recent project that I’m particularly proud of is resolving a long-standing operational issue within a condominium community that had been causing frustration for both residents and the board. The building had been dealing with ongoing maintenance challenges, communication breakdowns, and budgeting concerns, leading to dissatisfaction and tension within the community.
To address these issues, I took a proactive approach by conducting a full operational review, working closely with the board to prioritize necessary improvements, and implementing a clear communication strategy to keep residents informed. I also negotiated better service contracts, improved financial planning, and introduced streamlined processes to enhance efficiency.
As a result, we saw significant improvements in resident satisfaction, smoother operations, and better financial stability. The board expressed their appreciation for the turnaround, and residents felt more engaged and heard.
This project reinforced my belief that strong leadership, clear communication, and strategic problem-solving can transform a community for the better. It was incredibly rewarding to see the positive changes take effect and know that I played a key role in improving the living environment for residents.
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