in Rio de Janeiro, Salvador, Recife
and Fortaleza. In the past six years,
residential properties across Brazil
have evolved to include a variety of
new amenities and features, such as
swimming pools and fitness centers.
“To manage these properties, we
need companies with more knowledge and more investment in people
and technologies,” says Schneider.
Client behavior has also changed.
Clients are less tolerant and they
want more services with low prices.
“Foreign companies are investing
in Brazil, and they are used to having good services with quality from
their home countries,” he adds. “So,
that forces our companies to develop and become more competitive.”
Pictured in this photo from Left to right:
Charlie Lin, CPM, chairman & CEO of Brawman Asia Base Asset Management
Co.; Helen Tang, CCIM, CIPS, CPM, Chairman of Brawman International Group
in Shanghai; Pan Guoqiang, CPM, general manager, for Shanghai Golte Asset
Management Co., LTD.
Changing Role of
Property managers in Brazil are
recognizing a bigger push to expand their duties to include asset
management, financial analysis and
“We need to know more about
the valuation of the property, and
to support the owner with ideas to
improve the quality of a property,”
notes Schneider. “It is not only a
matter of accounting or maintenance. We need to be more proactive,” he says.
In China, developers are looking
to property managers to play a bigger role in project development. Instead of looking at property or asset
management issues once a project is
completed, the goal is to have more
input on the front end so that developers can make necessary design
changes or product choices that will
add value over the long-term life of
“One of the important philosophies that CPM Members learn is to get
involved in the early design stage, so they can provide their input early rather
than at the end when the property is finished,” says Lin, who earned his CPM
designation more than 30 years ago in the U.S.
“This CPM designation trains you to be very systematic in your approach,”
says Lin. He used those skills when he returned to China in 1982 as the head
of Hanoy Properties and began building his own development team. Lin has
been involved in award-winning commercial developments in Shanghai,
such as the Plaza 66 and the Grand Gateway 66.
“Right now we are combining all of the expertise and trying to help other
developments in terms of how they should be developed correctly,” says Li.
Embracing CPM Training
Formal training and education for property managers is something that is
still in the early days of taking hold in China. Proactive companies, such as
Shanghai Golte Asset Management Co. Ltd. are sending their top executives
and department heads to Shanghai Weston for CPM training so that those
practices eventually filter down throughout the company.
The CPM courses not only provide skills, but it also changes an individual’s ideology on how they view properties, notes Pan Guoqiang, CPM, general manager for Shanghai Golte—one of the largest real estate management
companies in China. Guoqiang was in the first graduating class of CPM
Members in the IREM Shanghai chapter, and he is now sending six of his assistants into the CPM program so they can in turn coordinate management
for their different regions.
How quickly developers are embracing new practices depends on the
property manager and their investment strategies. Some companies in China
build and sell and move onto the next project. They are less motivated to
enhance the property management component, because they are not long-term owners. Once a developer decides that they will own and operate, then
the concept is totally different and CPM and asset management will come
into heavy play, notes Catherine Li, CPM, CEO and vice dean at Shanghai