What Property Owners & Boards Say

"Our 72-unit condominium had been self-managing for eight years, and while the board was dedicated, we simply didn't have the expertise to manage the full scope of a building this size properly. Our reserve fund had been underfunded for years, our vendor documentation was inconsistent, and we had no structured maintenance calendar. The board voted to bring in D&D Property Management two years ago and it has been a complete transformation. They restructured our entire vendor management system, putting all trades on documented service agreements. They conducted a full reserve fund study and helped us develop a contribution schedule that will fully fund the reserve within seven years without a special assessment. Our insurance renewal improved because our maintenance documentation was now in order. Most importantly, our unit owners now receive professional monthly reporting and feel confident that the building is being managed with accountability. D&D Property Management is worth every dollar."

"I own twelve residential and mixed-use properties across Waterloo Region and had been self-managing for the first four years of building my portfolio. When the portfolio grew past eight properties, self-management became unsustainable — I was spending 30+ hours per week on property issues, maintenance coordination, and tenant communications instead of on acquisition and growth. I transitioned all twelve properties to D&D Property Management over a six-week onboarding period. That was 14 months ago. My active management time is now under four hours per week across the entire portfolio. Monthly reporting covers all financial activity, maintenance performed, and outstanding items at each property. Any issue above my defined threshold gets escalated to me; everything else is handled. Two problem properties that had chronic maintenance complaints from tenants are now complaint-free. My portfolio income is up because fewer units sit vacant — D&D's tenant relations process moves turnover faster than I was doing myself. The fee is one of the most productive investments I've made in this business."

"As our condo corporation's treasurer, the reserve fund has been my most significant responsibility and my biggest source of stress. Ontario's Condo Act requires us to maintain adequate reserves for all major common element replacements, but the complexity of projecting replacement costs 25 years out — for roofing, mechanical systems, windows, parking structures, elevators — was beyond what a volunteer board could do credibly. D&D Property Management completed a reserve fund study for our 94-unit building over two months. The study assessed the condition and remaining useful life of every major building component, projected replacement costs at current and inflation-adjusted dollars, and modelled four different reserve contribution scenarios showing the fully-funded, percentage-funded, and threshold-funded outcomes. The final report was presented to our board in a three-hour session where every question was answered clearly. We adopted the fully-funded scenario. Our unit owners voted to accept the resulting contribution increase because the analysis was undeniably well-grounded. I cannot imagine having attempted this without D&D."

"I was evaluating a 10-unit mixed commercial building in Guelph for acquisition — a property that had been on the market for seven months and had a complex maintenance history. I engaged D&D Property Management for a pre-acquisition assessment before finalizing the purchase. Their written report documented condition issues across eight building systems, identified two items that were not disclosed in the listing, estimated the deferred maintenance liability, and gave me a realistic first-year maintenance budget. That assessment changed my negotiating position significantly — I purchased the property $22,000 below asking price based on documented deficiencies. D&D then onboarded the property into their management portfolio immediately after closing. Nine months in, the deferred maintenance is on a structured resolution schedule and the building is performing to plan. The acquisition assessment fee paid for itself many times over."

"I joined our condominium board with no prior board experience and felt genuinely overwhelmed by the scope of what was required. The Condo Act obligations alone — AGM requirements, disclosure rules, reserve fund obligations, board meeting procedures — were more complex than I had anticipated. D&D Property Management was already our management company when I joined, and the support I received was exceptional. They provided a structured board orientation covering our legal obligations, current property status, active vendor contracts, and reserve fund position. Every board meeting is professionally facilitated and minuted. Every decision that requires board approval is presented with a proper recommendation memo and supporting documentation. Within six months I went from feeling completely overwhelmed to feeling genuinely competent in the role. The professionalism D&D brings to condo governance is something every board should have access to."

"Our firm manages a portfolio of 18 properties across Waterloo Region and the surrounding area — a mix of residential multi-unit, commercial plazas, and mixed-use buildings. The challenge of coordinating maintenance across that many properties, building types, and trade categories was consuming an unsustainable amount of our internal capacity. Transitioning to D&D Property Management's network model solved this in a way that no individual property management company we'd previously evaluated could. Because D&D has its own subsidiary companies for snow, commercial services, interior, and exterior work, the vendor coordination layer is dramatically simplified. We're not managing relationships with 15 contractors — we're managing one relationship with D&D, who coordinates the network. Quality is consistent because it's the same company standards across all trades. Accountability is clear because there's one management contact for every property issue. It has been genuinely transformative for how we operate."

"I inherited three rental properties from my parents and had been self-managing them for six years while working full-time. I am not a naturally organized person, and the properties — two houses and a fourplex — were slowly developing maintenance backlogs because I wasn't keeping up with scheduling. D&D Property Management took over all three properties on a 30-day transition. They did a condition walkthrough of every unit, documented everything, and developed a priority maintenance schedule. The first four months of their management addressed everything that had been deferred, all within my approved maintenance budget. My tenants noticed. Two of them specifically told me the responsiveness to maintenance requests was now completely different. My rental income didn't decrease — in fact, my occupancy improved because turnover is now handled faster and units are being shown in better condition. I should have done this three years ago. D&D is professional, organized, and worth every cent of the management fee."

"Our condominium corporation had been with a national management company for five years before we switched to D&D Property Management. The comparison is stark. With the national company, we were one of hundreds of properties in the regional portfolio — we rarely spoke to the same person twice and maintenance response times were unacceptably slow. With D&D, we have direct access to the same management contact every time. Maintenance requests are handled within the service level agreements in our contract. Monthly reporting is delivered on time, every month, in a format our board can actually review in 20 minutes. The annual maintenance program D&D developed covers seasonal inspections, preventative maintenance scheduling for all major systems, and proactive vendor coordination. Our building is better maintained, our owners are more satisfied, and our reserve fund position has improved under the structured contribution plan D&D recommended. We will not be going back to a national company."