Yes. Size does not determine the quality of management.

When it's time. We don't just "be present" for the sake of it, but we don't disappear either.

Of course. If they work well, we'll continue with them.

No surprises. Clear amounts agreed upon from the start.

It shouldn't be normal to have to "chase" your administrator.

With me, the rule is simple:

You will always have a clear channel of contact (professional email and WhatsApp).

I commit to response times:

For standard inquiries: maximum response time is 48 hours. I will give you an initial response within a reasonable timeframe, and if it is more complex, I will let you know when I will get back to you.

Urgent inquiries: these are prioritized and answered immediately on the same day.

Inquiries that are neither urgent nor important: You will be notified of their receipt and the response time.

Yes, it's one of my strengths.

With me, accounts aren't handed over "raw":

I prepare understandable summaries: what has come in, what has gone out, and why.

I can easily distinguish between the recurring and the extraordinary (works, spills, etc.).

If there's something you don't understand, we'll go over it in writing or in a meeting, without rushing or unnecessary technicalities.

My goal is that any landlord who reads the liquidation statement can say:

"Okay, now I know what's been done with my money this year."

The minutes are not just a formal document: they are the official record of what has been decided. We comply with the deadlines established by the Horizontal Property Law and the Catalan Civil Code.

My method for choosing them is transparent:

I request comparable quotes (the same for everyone).

I explain to the community what each proposal includes and what it does not.

It is decided in a meeting and recorded in the minutes.

If the community already has providers that work well, I'm not here to "change for the sake of change".

And if I recommend someone, I'll explain why: experience, price, response, guarantees... not for personal gain.

Delinquency doesn't solve itself, but it can't be fixed by force either.

My approach to it:

Strict control of unpaid receipts from the first month.

Clear and polite reminders: informal first, then formal.

If there is no response, the appropriate legal route is presented to the community with a lawyer, explaining costs, deadlines and possibilities.

There is always a clear distinction between those who cannot pay and those who simply do not want to.

The community decides how far it wants to go, but with information and numbers on the table, not with impulses.

The projects themselves are precisely where it becomes most apparent whether a firm works methodically or not.

What do I do?

Before we begin:

I clearly define the scope of the work with a technician when necessary, I request several comparable quotes, and I explain to the community what each one includes and what risks there are.

During the play:

Communication with the company is monitored, changes or extras are documented, and the community is informed of relevant information.

At the end:

The invoice is reviewed by comparing it with the approved budget, and if anything doesn't match, a claim is made before payment.

I can't prevent problems from ever happening, but I can guarantee that the community won't be going in blind.

An important part of my job is to ensure that the community doesn't get scared due to lack of knowledge:

I review and update the usual obligations (minute book, policy, certificates, etc.).

I coordinate with the tax advisor when necessary (tax forms, rental of common elements, etc.).

If new regulations come into play, I explain them simply and suggest how we can adapt.