34 | jpm® | Sep.Oct 2014
spotlight / AMO
QJUSTIN J. GARGIULO, CPM, TALKS ABOUT HIS CUSTOMER-CENTRIC BUSINESS MODEL FOR GREAT NORTH PROPERTY MANAGEMENT INC., AMO.
What is your strategy regarding training and de-
We have always believed in properly training our employees. The training comes through not only our own
internal training program where we pair new employees with longstanding, successful managers (in a mentor role), but also through continuing education courses
and designations that can be achieved from both IREM
and CAI. Our managers and senior staff members meet
on a regular basis to discuss current issues they’re facing
in a round table format. This constant back-and-forth
communication further develops the knowledge of our
newer, less experienced staff.
Describe a challenging situation that your com-
pany has faced and how you’ve grown from that point.
How do you continually work to improve your busi-
As a firm, we have enjoyed constant growth over the past
How have you noticed the industry changing; what
quarter century. With that comes the challenge of hav-
ing the best possible people and state-of-the-art systems
in place to manage that growth. We have always placed
the best interest of our clients first by ensuring that our
people and systems meet or exceed their expectations.
Even in the most difficult financial period since the
great depression, we never lost sight to continue mak-
ing substantial financial investments in people, systems
and equipment. We have done so without long-term
debt, and with a sound financial footing. As a firm, we
are very optimistic about our next 25 years as we con-
tinue to grow and expand both organically and through
thoughtful acquisitions of other firms both in and out of
has your company done to stay ahead of the curve?
Technology is all around us and has made its way into
condominium management for a many years now. As a
company, we are constantly looking for the next techno-
Justin J. Gargiulo, CPM
NUMBER OF EMPLOYEES