The condominium management industry in Ontario is facing a pivotal moment, one shaped by rapid growth in vertical communities, increased legislative complexity, evolving owner expectations, and a profound shortage of qualified condominium managers. As we look to the future, it's clear that adaptation, innovation, and mentorship will play crucial roles in sustaining the profession and meeting the sector’s rising demands.

Across Ontario, management companies are struggling to fill vacant roles with licensed talent. At the same time, many Registered Condominium Managers (RCMs) are approaching retirement or leaving the industry due to burnout. Despite a visible and urgent need for managers, a persistent disconnect remains between licensing and employment.

Over the past three years, I have had the privilege of teaching the Excellence in Condominium Management course for the CMRAO. Each year, I instruct 8 to 10 classes, with cohorts ranging from 25 to 35 students. These individuals complete their coursework with genuine enthusiasm, only to face a cold reception in the job market. Many report that management firms are reluctant to hire new licensees due to their lack of experience, ironically, at a time when the industry is desperate for help.

We often hear that "you can’t get a job without experience, but you can’t gain experience without a job." This paradox is especially harmful in condo management, where day-to-day learning and mentorship are integral to success. For new licensees, mentorship is not a luxury; it is essential.

It is time we reevaluate our hiring standards. Companies should be encouraged to invest in developing talent, rather than holding out for fully trained, experienced professionals who are increasingly difficult to find. Shadowing programs, structured onboarding, and in-field apprenticeships could provide valuable hands-on exposure without compromising the quality of service.

Beyond the employment gap, today’s managers must respond to growing regulatory demands, increasingly complex buildings, and the expectation of near-constant availability. Owners and boards expect detailed reporting, digital communication, and robust vendor oversight, all within an often-overburdened workload.
Embracing technology can certainly help. Automated tracking, centralized communication platforms, and real-time reporting tools are valuable additions to any manager’s toolkit. However, software alone will not fix a system built on overextension.

Boards also need to understand the limits of their managers’ roles and the importance of realistic expectations. A shift toward mutual respect and transparency in manager-board relationships will be critical in retaining talent.

The future of condominium management depends on the steps we take today. That includes:
•    Creating meaningful pathways for new licensees, including apprenticeships, job placements, and mentorship programs;
•    Reducing barriers to entry for newly licensed professionals and giving them a real chance to grow;
•    Supporting managers with scalable tools, realistic portfolio loads, and institutional backing;
•    Recognizing management as a profession, with all the respect and infrastructure that entails.

As an educator, property manager, and advocate for the profession, I remain committed to developing new talent and challenging the status quo. It’s time to stop asking why there aren’t enough managers and start working together to build the next generation.

After serving in an executive role for four years, I decided to return to the field as a property manager. This transition has given me a renewed appreciation for just how demanding the frontlines of this industry can be. Managers are often stretched thin across multiple sites, working long hours while navigating complex community dynamics. Board members can be harsh, expectations are high, and the support systems are often lacking. 

Experiencing this firsthand has deepened my understanding of the challenges new managers face, especially those stepping into the role without mentorship or institutional support. This insight continues to fuel my advocacy for structural changes that prioritize well-being, training, and sustainability in the profession.
 

Ashlee Henry, MBA, RCM, is an accomplished condominium management professional and former Director of ACMO. With more than a decade of experience overseeing complex portfolios across Ontario, she has held senior executive leadership roles and continues to support the industry as an educator with the CMRAO’s Excellence in Condominium Management program. Ashlee is committed to mentorship, professional development, and advancing sustainable practices in condominium management.

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