We’re excited to launch Raising The Voice Of On-Site Staff, an initiative dedicated to highlighting the vital work of on-site teams in residential block management.
Our first guest is Christopher Wade, Managing Director of BPM (Bespoke Property Management) and co-founder of the Development and Estate Managers' Association (DEMA). With 15 years in the sector, starting as a Concierge and rising to business leadership, Christopher is passionate about professional development, raising industry standards, and ensuring on-site teams receive the recognition they deserve.
In this insightful conversation, he shares his journey from aviation to property management, the challenges and rewards of on-site roles, and his vision for the future of the sector.
Can you tell us briefly about your role and how long you’ve worked in the sector?
I’ve spent 15 years building a career in property management, starting my journey as a Concierge and rising through the ranks to become an award-winning business owner and Managing Director of BPM. Alongside this, I co-founded the Development and Estate Managers' Association (DEMA)—an organisation dedicated to raising professional standards, offering training, and ensuring career progression for onsite staff. I’m incredibly passionate about this industry and hope to help drive positive change, inspire others and create a lasting legacy.
What led you to pursue a career in property management and front-of-house services?
My journey began with 5 years in aviation as a Senior Flight Attendant for Virgin Atlantic. This role taught me the importance of service excellence, attention to detail, and maintaining calm under pressure. It refined my ability to deliver exceptional customer experiences while adhering to rigorous safety protocols and operational processes—skills directly transferable to property management.
When I transitioned to property management as a Concierge, I brought that same focus on service delivery and process to the role. I quickly realised that property management, much like aviation, is about creating exceptional experiences within well-managed environments. This foundation set the stage for my progression through the industry, ultimately inspiring me to build a career I’m deeply passionate about—one that combines operational expertise with commitment to community and people.
How has your role evolved?
From hands-on daily operations to strategic leadership, my progression reflects the opportunities within our sector. I moved through Estate Manager roles at landmark developments like Stanmore Place, Battersea Power Station, and Barts Square, leading large teams and complex operations. Today, as the Managing Director of BPM, I focus on delivering tailored property solutions, growing the business, and inspiring teams to deliver exceptional service. Through DEMA, I aim to create a platform for others to follow a similar path—providing learning, development, and formal recognition for those in on-site roles.
What are the most common issues or requests handled?
Maintenance and Facilities: Resolving leaks, communal repairs, HVAC (heating, ventilation, and air conditioning) issues, and lift breakdowns.
Resident Queries: Service charge clarification, booking amenities, and resolving noise complaints or access issues.
Health & Safety: Regular fire safety checks, dealing with trip hazards, and coordinating contractors to ensure on-site compliance.
Parcel Management and Deliveries: With the rise of online shopping, managing deliveries efficiently while ensuring parcels are logged and handed over securely has become a significant part of daily operations.
These tasks may seem routine, but they require sharp attention to detail, efficiency, and problem-solving abilities. Behind every completed request is an on-site team ensuring seamless operations.
How do you prioritise tasks when everything seems urgent?
Prioritisation is about maintaining structure while adapting to evolving challenges. To manage competing demands, I’ve introduced:
Triage Systems: Safety always comes first. Issues posing immediate risk (fire hazards, health and safety concerns) are addressed first, followed by resident-impacting matters and routine operational tasks.
Standard Operating Procedures (SOPs): These ensure clarity for all team members when prioritising tasks. Through detailed SOPs, staff are empowered to independently assess and address urgent issues.
Communication Tools: Effective collaboration between on-site teams, contractors, and property managers ensures resources are deployed where they’re needed most.
For teams, I stress the importance of preparation and calm under pressure. I draw on my background in aviation, where I learned to triage emergencies, follow structured processes, and communicate effectively during high-pressure moments. Similarly, the teams I mentor are taught to focus on the root cause of issues while managing resident expectations with transparency, communication and professionalism.
What do you find most rewarding about your career?
The most rewarding aspect of my career has been the opportunity to develop people and improve processes—elevating individuals, teams, and organisations to deliver exceptional service. I’ve seen firsthand the positive change that comes from investing in people, particularly through my work as an Investor in People (IIP) Assessor at Rendall and Rittner Limited.
During my time with R&R, I assessed the company’s people management performance at every level, from founders to front-of-house teams, ensuring that a culture of growth, support, and recognition was embedded throughout the organisation. My efforts contributed to Rendall & Rittner not only retaining the prestigious Gold Standard but also progressing to the highly coveted Platinum Accreditation. This achievement demonstrated a commitment to the professional development of teams at every level, creating a workforce that is empowered, motivated, and aligned with the company’s values.
This experience solidified my belief that people are the heart of property management. Seeing individuals who were once uncertain in their roles transform into confident leaders is what continues to inspire me. It’s why DEMA is so important—to create a legacy of learning, development, and progression for on-site teams, ensuring they receive the recognition and training they deserve.
What are the biggest challenges you face on a day-to-day basis?
Challenges are inherent in property management, but they are also opportunities to innovate and improve. The most common challenges include:
Balancing Expectations: Clients, residents, and teams all have high expectations, and ensuring those expectations are aligned can be a delicate task.
Recruitment and Retention: Finding skilled, motivated individuals and keeping them engaged in an industry that demands resilience, adaptability, and passion.
Operational Pressures: Unplanned emergencies such as floods, power outages, or health and safety issues can disrupt even the most well-managed developments. Maintaining calm under pressure is critical.
To address these challenges, I focus on proactive leadership, clear communication, and structured processes.
Through DEMA, we aim to tackle sector-wide challenges by:
Elevating standards through certified training programs that attract and retain top talent.
Supporting on-site staff with continuous learning and mentorship, empowering them to deliver under pressure and grow into leadership roles.
Providing forums for collaboration and innovation to solve shared challenges across the industry.
How do you handle difficult situations or conflicts with residents?
Handling conflict is about empathy, professionalism, and communication. I teach teams to approach difficult situations with a structured mindset:
Listen: Actively listen to the resident’s concerns to ensure they feel heard and understood.
Acknowledge: Validate their perspective while remaining calm and professional.
Resolve: Provide solutions that address the core issue and, where necessary, escalate appropriately.
Communicate: Keep the residents informed throughout the process, ensuring they feel supported and valued.
How do you ensure a positive experience for residents and visitors?
Exceptional customer service begins with training, empowerment, and culture. Residents and visitors must feel valued, and that starts with a team that is confident, professional, and aligned with the development's standards. I ensure this by:
Implementing Standard Operating Procedures (SOPs): Teams are equipped with clear processes for every scenario, from resident complaints to emergencies.
Prioritising Training: At BPM, we focus on service delivery that exceeds expectations—personalised, proactive, and professional.
Fostering Ownership: I encourage teams to take ownership of their role as brand ambassadors for the development. Whether it’s greeting residents warmly or managing behind-the-scenes operations, every interaction matters.
When residents see a team that operates with consistency, professionalism, and care, it transforms their perception of property management from a functional necessity to an essential part of their living experience.
Can you share a time when you went above and beyond for a resident?
One particular experience that stands out occurred during my time at Barts Square following the collapse of Carillion. An elderly couple in one of the apartments reported ongoing issues with faulty wiring, which left their lights failing to automate—something essential for their comfort and safety. This issue stemmed from a latent defect in the construction phase, and resolving it fell outside the usual scope of my responsibilities.
Rather than passing the issue off as someone else’s responsibility, I took personal ownership of the situation. I:
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Engaged with the couple directly, listening to their concerns and reassuring them that the issue would be resolved efficiently.
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Coordinated with Helical’s construction team to identify the cause of the fault and ensure it was addressed properly, liaising with subcontractors and engineers.
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Personally managed the process through robust systems of work (permit to work in this instance), working with the build team, ensuring minimal disruption.
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Regularly updated the couple throughout the process, providing clarity, empathy, and reassurance.
The fault was ultimately resolved, but what mattered most was the couple’s appreciation. They expressed gratitude not only for fixing the issue but also for the way it was handled—with care, attention to detail, and a personal commitment to their wellbeing.
This experience reminded me of why I love this industry: sometimes, property management requires stepping beyond the defined scope to do what’s right. It’s about improving lives and ensuring residents feel supported and safe in their homes.
This ethos—going the extra mile—is what I instil in my team at BPM and advocate through DEMA. By empowering on-site staff with the training and confidence to handle complex issues professionally and compassionately, we ensure residents always receive the best possible experience.
What do you think are the key qualities of excellent customer service in residential property management?
Empathy: Understanding residents’ concerns and treating every query with importance.
Professionalism: Maintaining high standards of conduct, communication, and follow-through.
Proactivity: Anticipating problems before they occur and offering solutions.
Adaptability: Every day is different, and flexibility is key to managing unexpected challenges.
Consistency: A consistently high level of service builds trust and community satisfaction.
How do you work with other on-site staff and external contractors?
Collaboration is built on clear communication, mutual respect, and shared goals. I teach teams that we’re all working toward the same outcome: service excellence for residents and clients. This means:
Regular team briefings to ensure everyone understands priorities and expectations.
Building strong relationships with trusted contractors, ensuring they align with the development’s high standards.
Encouraging on-site staff to view contractors and suppliers as partners, not just service providers.
At BPM, we pride ourselves on our ability to deliver seamless service by working together as a unified team (and ensuring our partners are paid on time!)
How important is communication in your role?
Communication is the foundation of success in property management. Whether it’s with residents, teams, or contractors, I emphasize the importance of:
Clarity: Ensuring everyone understands their roles and responsibilities.
Transparency: Keeping residents informed during challenges or disruptions.
Listening: Actively listening to concerns and feedback to improve operations.
What’s one thing you wish residents understood about your role?
That property management is about far more than the visible tasks. Behind the scenes, we’re managing complex operations—safety compliance, budgets, contractor coordination, and long-term planning—to ensure their homes are safe, comfortable, and well-maintained. We’re also humans! And leaseholders too!
What advice would you give to someone considering a career in on-site property management?
Say yes to opportunities and embrace every chance to learn. I started as a Concierge, and I know firsthand how dedication, hard work, and the right training and investment can lead to incredible growth. Property management is a career where you can make a tangible impact while building a meaningful and rewarding future.
How do you foster a sense of community within the building or development?
I encourage open communication, regular community events, and a culture of trust and respect. Residents are more than just customers—they are part of a community. Whether it’s a small coffee morning or a larger event, fostering these connections helps build positive relationships.
Do you feel that your work makes a difference in residents’ lives?
Absolutely. Property management directly impacts residents’ quality of life. By maintaining safe, well-run developments and delivering exceptional service, we contribute to their peace of mind and overall satisfaction.
How can residents or managing agents support or show appreciation for on-site staff?
A simple thank you or formal recognition can go a long way. Appreciation motivates teams and reinforces their value, helping them take pride in their roles.
What changes would you like to see in the sector to better support on-site staff?
I want to see greater investment in learning, development, and progression for on-site staff. That’s why I co-founded DEMA:
To provide formal accreditation for Concierges, Facilities Managers, and Estate Managers.
To ensure on-site staff are seen as professionals whose expertise is recognised.
To create clear career pathways so that anyone entering the industry has the tools, support, and motivation to grow.
What are your goals or aspirations for the future?
My aspirations are twofold:
BPM: To continue leading as an award-winning property management company, delivering exceptional service and innovation to every development we manage.
DEMA: To establish a lasting legacy that transforms how onsite roles are viewed, valued, and supported. I want to see Concierges, Facilities Managers, and Estate Managers recognised as professionals with clear pathways for growth, training, and success.
Ultimately, I want to inspire the next generation to see property management as not just a job, but a rewarding career where they can thrive, lead, and make a meaningful impact.