Resort News - November 2025

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INSIDE

The legal stuff...

The views and images expressed in Resort News do not necessarily reflect the views of the publisher. The information contained in Resort News is intended to act as a guide only, the publisher, authors and editors expressly disclaim all liability for the results of action taken or not taken on the basis of information contained herein. We recommend professional advice is sought before making important business decisions.

Advertising Conditions

The publisher reserves the right to refuse to publish or to republish without any explanation for such action. The publisher, its employees and agents will endeavour to place and reproduce advertisements as requested but takes no responsibility for omission, delay, error in transmission, production deficiency, alteration of misplacement. The advertiser must notify the publisher of any errors as soon as they appear, otherwise the publisher accepts no responsibility for republishing such advertisements. If advertising copy does not arrive by the copy deadline the publisher reserves the right to repeat existing material.

Disclaimer

Any mention of a product, service or supplier in editorial is not indicative of any endorsement by the author, editor or publisher. Although the publisher, editor and authors do all they can to ensure accuracy in all editorial content, readers are advised to fact check for themselves, any opinion or statement made by a reporter, editor, columnist, contributor, interviewee, supplier or any other entity involved before making judgements or decisions based on the materials contained herein.

Resort News, its publisher, editor and sta , is not responsible for and does not accept liability for any damages, defamation or other consequences (including but not limited to revenue and/ or profit loss) claimed to have occurred as the result of anything contained within this publication, to the extent permi ed by law.

Advertisers and Advertising Agents warrant to the publisher that any advertising material placed is in no way an infringement of any copyright or other right and does not breach confidence, is not defamatory, libellous or unlawful, does not slander title, does not contain anything obscene or indecent and does not infringe the Consumer Guarantees Act or other laws, regulations or statutes. Moreover, advertisers or advertising agents agree to indemnify the publisher and its agents against any claims, demands, proceedings, damages, costs including legal costs or other costs or expenses properly incurred, penalties, judgements, occasioned to the publisher in consequence of any breach of the above warranties. It is an infringement of copyright to reproduce in any way all or part of this publication without the wri en consent of the publisher.

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Celebrating 30 Years in Print

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Thirty years of Resort News: The magazine that never gave up

Thirty years. When I say it out loud, it still doesn’t feel real. Resort News has evolved from its humble beginnings as a small regional trade publication to the most trusted and enduring voice for Australia’s management rights community. It’s a voice, a network, and a living record of the people who make this industry what it is. And somehow, I’ve been lucky enough to live and breathe it for nearly two decades. For me, this milestone is deeply personal, profoundly humbling, and a little surreal… in the best possible way.

When Patrick and I first stepped into Resort News, we had no idea it would become such a massive part of our lives. What’s kept me here isn’t just my love of words (though I do have a long-standing love-hate aff air with grammar), it’s the people. The managers, the owners, the suppliers, the brokers, the advocates, the storytellers. You. This magazine has always been about you, your challenges, your wins, and your knack for making magic happen even when the wifi ’s down and the laundry’s overflowing.

When I first became involved, I couldn’t have imagined the journey it would take me on. I went from a quiet, behind-thescenes owner and mum of four, with creative writing dreams and a few published short stories tucked under my belt, to being thrown headfirst into the deep end as a front and centre editor. It’s been quite the ride. Long hours, countless deadlines, plenty of “whoops” moments, the

Mandy Clarke, Editor editor@resortnews.com.au

occasional mild panic att ack, a few cheeky wines (for balance, of course), and an unshakable belief that what we do matters.

Somewhere along the way, I developed a sixth sense for rogue apostrophes, a mild twitch every time I see “your welcome,” a lifelong grudge against double spaces after full stops, and an unwavering loyalty to the Oxford comma. I’ve become unusually att ached to my overworked keyboard, and have a close friendship with the trusty “find and replace” tool. And of course, there’s that unique kind of

horror reserved for the moment you spot the wrong year on the magazine cover, right after it’s come back from the printer.

Over the years, I’ve had the privilege of working with some of the most talented and passionate people in our small but mighty team, and across this incredible industry. The editors, writers, designers, sales teams, ARAMA, and every person who’s poured their heart and expertise into these pages. Together, we’ve created something truly special, a magazine that doesn’t just report on the industry but reflects its heart and soul (and occasionally its sense of humour).

As I look back on three decades of Resort News, and after receiving the ARAMA life membership in 2024 (which still feels slightly unreal), I can’t help but feel proud of what we’ve achieved together. Not just as a team, but as a publication, and an industry that’s weathered every storm thrown its way.

And wow, we’ve had some storms. Especially COVID; when it hit it felt like someone yanked the rug out from under all of us.

Magazines folded, and publishers stopped printing. Entire teams disappeared. For a while, it felt like the lights were going out everywhere. But we didn’t stop. Somehow, we didn’t miss a single issue. We believed, stubbornly perhaps, that print still mattered.

And we were right. There’s something about holding a magazine in your hands that connects people in a way a screen never can. Print has weight. It has permanence. You can dog-ear a page, scribble a note, spill your coff ee on it (don’t pretend you haven’t), or leave it on a resort counter knowing someone else will pick it up and find themselves reflected in its pages.

That’s the power of Resort News. It’s never just been about information, it’s about connection. It’s about stories that make you think, make you laugh, and sometimes make you say, “Thank goodness that wasn’t me.” We’ve come a long way, from typewriters and fax machines to digital layouts, online editions, and social media storytelling. Yet through it all, the heartbeat has stayed the same: honest storytelling, community, and care.

To all our columnists, contributors, advertisers, readers, and friends, thank you. You’ve believed in us, supported us, and grown with us. To the Resort News team, Stewart, Richard, Joe, and everyone who’s ever been part of this slightly mad, creative ride, thank you for your hard work, humour, and heart.

Resort News is more than a magazine to me; it’s part of who I am now. And as we celebrate 30 years, I can honestly say the best is yet to come. Print isn’t dead: it’s having a glow-up. And so are we.

Warm regards, Mandy Clarke, Editor, Resort News

At ease, but never idle

Stewart Shimmin reflects on 30 years of Resort News

By Mandy Clarke, Editor

As Resort News celebrates its 30th anniversary, we thought it fitting to share the story of one of our own, someone who has been here since almost the very beginning. If you have spent any time in the management rights industry, chances are you have crossed paths with Stewart Shimmin, a name synonymous with humour, loyalty, and the unwavering drive that helped build this publication into what it is today.

For nearly three decades, Stewart has been part of the heartbeat of Resort News, shaping its relationships, leading its sales, and helping guide its evolution from a two-man operation in Noosa Junction to a respected, multi-platform media brand. His story is one of resilience, reinvention, and the rare ability to connect people and ideas in a way that makes a whole industry feel like family.

From soldier to salesman

Stewart’s journey began in Milawa, a small town in northeast Victoria where his backyard was the iconic Brown Brothers Winery. Both his parents worked there for 25 years, instilling in him a strong work ethic and sense of community.

At just 17, Stewart traded rural life for army life, joining the 5/7 RAR Infantry in 1987. For three years, he served in a mechanised battalion driving Armoured Personnel Carriers (APCs) and jumping out of the back as an infantryman, based at Holsworthy in Sydney.

“The Army taught me leadership, discipline, attention to detail, and structure,” he says. “And most importantly, how to keep going when things get tough.”

When he left in 1990, translating military skills into civilian work was not easy, but Stewart found his stride in sales. His first challenge? Selling Kirby vacuum cleaners door-to-door, at $2500 each. “You learn persistence pretty quickly,” he laughs.

Before long, he was leading a small team and later moved into newspaper advertising on the NSW Central Coast.

The Sunshine Coast shift

In 1995, Stewart relocated to Mooloolaba, working for a Business for Sale magazine. Just a year later, a new opportunity appeared, one that would define the next 30 years of his career.

In April 1996, Stewart joined a fledgling publication called Resort News, which had just released its fourth issue. Working alongside founder Darren Willis in a small Noosa Junction office, he became the Preferred Supplier Programme Coordinator, creating vital links between onsite managers and suppliers.

“We built that programme to over 200 suppliers across all categories,” Stewart recalls.

“It eventually grew to a sixpage directory at the back of every issue, and now it lives online through AccomNews and AccomProperties”.

As the magazine expanded, so did Stewart’s role. Within a few years, he was leading general sales, managing a growing team, and helping to establish Resort News as the voice of the management rights community.

Building platforms, not just publications

One of Stewart’s proudest professional achievements came in 2019, with the creation of AccomProperties, a dedicated website for buying and selling accommodation businesses.

The concept was developed by Stewart and Patrick Clarke, working alongside web developer Stephen Neate and Multimedia’s digital team. “Patrick and I had been talking for years about how to modernise the way management rights were listed and sold,” Stewart

says. “We wanted something purpose-built for this industry, and that’s what we built.”

With technical support from Dave Wright, the idea took off. In just six years, AccomProperties has become the largest dedicated accommodation property sales site in Australia, New Zealand, and the Pacific Islands, with more than 1000 listings live at any given time.

The early days of an industry

When Resort News first launched in 1995, the management rights industry was still taking shape. Associations like QRAMA and the REIQ’s Resident Unit Managers Chapter (R.U.M.) were instrumental in giving managers a unified voice, but there was no central hub for information.

“Before Resort News, the only way managers got information was through their accountant, lawyer, or another manager nearby,” Stewart explains. “There wasn’t a publication bringing everyone together.”

That changed with the support of early advertisers such as

Resort

Property Pacific, and HiRUM. Their ongoing support, alongside the Preferred Supplier Programme, provided the foundation that kept Resort News thriving.

Industry firsts: Golf days and gala nights

Many people would not know, but Resort News was behind some of the first large-scale social events in the industry.

Dave Allen Real Estate, Venz Management Rights Specialists,

Brokers,

Stewart Shimmin and Jenny Svenson

“In the 2000s, we organised the first industry golf days, and they were huge,” Stewart says. “We had full fields of 144 players, 18 sponsors, one for every hole. At one stage, we were running up to 12 events a year, from the Gold Coast and Brisbane all the way up to Cairns.”

Another major highlight was working with PCS Finance on the Accommodation Industry Gala Ball at Jupiters Casino on the Gold Coast. “It was the only event of its kind back then,” Stewart recalls. “A chance for resident managers to dress up, celebrate, and let their hair down. Now they are spoilt for

choice with awards nights, but that was where it all started.”

Characters, camaraderie and Clarke collaboration

Over the years, Stewart has met countless personalities who have left their mark on both the industry and Resort News itself.

“There have been a few standout characters over the years,” Stewart says, “but none more so than Dave Allen from Dave Allen Real Estate.”

Dave was an ex-Army Colonel who advertised in every issue from the very beginning and penned a regular column for the

magazine. “Dave had a way with words,” Stewart remembers. “His articles always had a flair for going into battle, most of the time over legislative issues.”

He was heavily involved with the REIQ and a major supporter of the REIQ R.U.M. Chapter, helping to strengthen the early professional framework for onsite managers. But what many remember most was his personality. “You always enjoyed catching up with Dave in his Chevron Island office,” Stewart says. “He would start with a joke, then talk about his beloved Lions, who were on a roll of winning three premierships, all while a cigarette slowly burned away on his desk.”

Another character who stands out is Russell Leary. “Back

in the late 1990s he had the management rights to K Resort in Surfers Paradise,” Stewart recalls. “He was a big supporter of Resort News and went on to provide a regular maintenance article for the magazine until he got too busy with multiple properties. For anyone who knows Russell well, you would know he was very energetic. I still remember being in an outdoor bar in Surfers Paradise for a meeting. He arrived on his road bike, had three schooners in twenty minutes while talking the whole time, then said ‘gotta go boys,’ and he was off again.”

Then there is Mike O’Farrell, another familiar name. “I remember meeting Mike in the 90s when he and Sue had the

“Congratulations to Mandy, Patrick, Stewart and all the crew at

milestone and one to be proud of. Most importantly,

Stewart Shimmin and Jenny Svenson with Mandy & Patrick Clarke

management rights to Biarritz on the Gold Coast, when the magazine did a profile on the property,” Stewart says.

“He has always been a huge supporter of Resort News. What really stands out about Mike is his colourful personality. He has never been shy of an opinion, and when he is MC’ing at an event or speaking, you never quite know what he will announce!”

When you talk about colourful characters, you cannot leave out Trevor Rawnsley, CEO of ARAMA. Stewart has known Trevor for more than a decade, mostly through his work leading the association, and says he is one of the true personalities of the management rights industry.

“Trevor is a wealth of information, he’s passionate about the industry, and a great entertainer,” Stewart says.

“He has a unique ability to mix insight with humour, whether he’s on stage at an ARAMA event or chatting one-on-one with managers.”

Then there are his longtime colleagues, Paddy and Mandy Clarke.

“How could I forget our evercolourful owners,” Stewart says with a grin. “It has been a pleasure having them involved with the business for the past 20 years or so. Over the past several years, Mandy has taken to the Resort News and AccomNews editor role like a duck to water. She is always the life of the party at industry events when networking with peers. Paddy is known for his good banter, love of golf, and his beloved football team, Aston Villa, though he has not had much to cheer about lately, and we will not bring up cricket.”

Colourful characters and industry Queens

Over the years, there have been many colourful advertisers, and none more so than the Queen of Management Rights, Liz Lavender. “It was always entertaining creating her advertisements,” Stewart recalls.

“They always had a regal touch, the crown as part of her logo, sometimes a corgi, or even the gates of Buckingham Palace. And lest we forget the lavender background. Her ads definitely stood out from the crowd.”

Liz was one of the original salespeople from Dave Allen Real Estate some 30 years ago before launching her own company. She also played a pivotal role in the early Women in Management Rights (WIM) luncheons, bringing her signature charm and wit to every event.

Another industry icon Stewart fondly mentions is Erika Thomas, who has also been part of the management rights industry for three decades and a long-time supporter of Resort News

“Erika was one of our original clients when she worked for a body corporate management company before starting her own business in the accounting field,” Stewart says.

“She’s known for being tough and incredibly professional when it comes to income verifications and trust account auditing. But after hours is where she really shines. I’ve had the opportunity to attend many of the same events over the years, from race days on the Gold Coast and industry gala balls to more recent Resly events, and she’s always up for a good time.”

Before Resort News, the only way managers got information was through their accountant, lawyer, or another manager nearby.”

Wearing many hats

As part of a small but mighty team at Multimedia, Stewart wears many hats. Beyond sales and client relationships, one of his key roles is overseeing the complex process of pulling everything together when a magazine goes to print.

“I liaise with our printers, the editorial, and the production teams to bring all the advertising and editorial content together before we lay out the magazines,” he explains. “It’s always a stressful time, meeting production and printing deadlines, and making sure every advertiser’s

I would like to offer my personal congratulations to Resort News on reaching your 30-year milestone. I have always regarded Resort News as the absolute information leader in the management rights industry. Your coverage of key management rights issues in Queensland and New South Wales has been terrific for the industry over all these years. Well done!

– Col Myers, Director, Small Myers Hughes Lawyers

commitment is honoured. There’s no worse phone call than a client saying they’ve just received their magazine and their ad is nowhere to be seen.”

Life beyond the headlines

Away from the office, Stewart is a mad Collingwood supporter, a keen golfer, and a horseracing enthusiast, with small shares in several racehorses and a regular Saturday flutter. But above all, he credits

his partner Jen Svenson as his greatest support.

“As they say, behind every good man is a great woman, and that is certainly the case with me,” Stewart says. “If it was not for my partner Jen, I would not be where I am today.”

Her support, humour, and patience have been the quiet foundation behind Stewart’s long career, one that has taken him from army life to advertising, and from cold calls to cover stories.

Legacy and leadership

Now leading the charge as Managing Director, Stewart still runs a tight unit. His army-honed qualities of discipline, teamwork, and good humour continue to serve him well. He remains grounded in what has always mattered most: relationships, reputation, and resilience.

“At the end of the day,” he says, “we didn’t just build a magazine, we built a community.”

I’ve always believed that the right people and platforms can shape not just businesses, but entire industries. For me, Resort News has been one of those constants. It’s been part of my journey for many years—supporting my businesses, my family, and my visions. Resort News isn’t just a magazine—it’s the industry bible. It’s where we turn for insight, connection, and clarity. It’s helped shape the sector into what it is today, and I have no doubt it will continue to guide us into the future. I’m profoundly grateful for the role Resort News has played in my journey. It’s more than a publication—it’s part of our story. To Mandy, Patrick, and Stewart, a big congratulations and thank you.

– Kelley Rigby, Rigby Property Group

Stewart Shimmin with Kim Jeff rey, Koncept Konnect

RESORT NEWS Flashback TO the 90s

Resort News has been a mainstay for my whole career, it's been the source of industry trends, news, and a learning experience for my development through the industry. I'm honoured to be able to contribute and help give back to the next generation using the publication for the same growth, here is to the next 30 years!

– Chris de Closey, Director, Switch Hotel Solutions

Congratulations to Resort News and the team on your 30 year anniversary!

RESORT NEWS Flashback TO the 90s

Having

Congratulations, Resort News. MR Sales and Tourism Brokers are proud to work with and be associated with Resort News, the industry benchmark for the accommodation industry. We have had many years of success and mutual support. Assertive and well-established in the industry, Stewart and his team of dedicated professionals add value to the industry, and we benefit from increased readership, higher-profile website marketing, and the attraction and benefits for both potential buyers and vendors. The subscriptions are true value for money. The coverage is very relevant in every regard, and their professionalism is second to none. We 100 percent recommend, support, and endorse Resort News to the industry.

– Michael Philpott, MR Sales and Tourism Brokers

RESORT NEWS Flashback TO the 90s

Happy 30th Birthday, Resort News! Reaching three decades is no small achievement, and Resort News has done so with style, consistency, and an unwavering commitment to the management rights and accommodation industry. Over the past thirty years, the magazine has been more than just a publication—it has been a trusted partner, a sounding board, and a source of inspiration for managers, owners, and industry leaders across Queensland and Australia. It has addressed difficult, controversial, and concerning issues with diplomacy and spunk.

For me personally, Resort News has been an invaluable platform. Contributing articles has allowed me to share experiences, insights, and ideas, while at the same time learning from the voices of others in our industry.

The magazine has created a sense of community, helping us feel connected to a network of peers who understand both the challenges and triumphs of management rights. It has been, and continues to be, a uniting platform for an industry that is often fragmented, offering reassurance to management rights owners and operators who can sometimes feel neglected, unappreciated, and alone.

Resort News has always managed to capture the heart of our industry—our people. It shines a spotlight on the dedication, resilience, and professionalism that define us, while also championing innovation and change.

Congratulations on thirty years of excellence and many hours of dedicated, hard work. Here’s to many more editions filled with stories that unite, inform, and inspire.

– Marion Simon, Boulevard North

Dear Editor

Just a quick note to accompany our sheet of recommendations. We enjoy your publication very much as we have only been in business 18 months it has been extremely helpful to us. The updates on the new legislation have been particularly valuable.

Apologies for our lack of response to date -- we each work a 90 hour week, running a home and family on top does not leave much time and energy for anything else.

Please keep us on your mailing list and keep up the good work. If we can do anything to help let us know.

Regards

Hal & Judith Orth TALISMAN - BROADBEACH

Thank you for your positive comments and assistance, we appreciate it!

Dear Editor

I received my copy of the September edition of Resort News, as with all others an excellent edition.

I'm sure, I am like a lot of other managers who have enjoyed your publication and have been meaning to post a cheque off, but of course don't get around to doing just that.

The Editors Desk (September Issue) was spot on and I hope it spurs others on to get the cheque book out like it has me.

Keep up the excellent work, I look forward to future editions.

Regards

Bill Clough HILLHAVEN - BURLEIGH HEADS

I'm with you on that one. Your support ensures we can continue to provide this useful resource. Thanks.

Internet? THE

The internet is shrouded in mystery – on the one hand portrayed as the work of the devil – the most incredible marketing tool on the other! Who uses the internet, are they just computer buffs with a zeal for new technology – or ordinary people like you and I?

An American consortium has recently published their fi ndings – and the results were staggering!

The CommerceNet consortium was formed to address all issues related to Internetbased electronic commerce. A non-profit organisation of over 130 electronics, computer, fi nancial service, and information service companies, CommerceNet is working to accelerate the use of the Internet for business applications.

As part of its efforts, CommerceNet is examining the large number of questions that have to be answered before the Internet is generally accepted by individuals, companies, and organisations as a key means for conducting business.

Answering the question of "Who are the users of the Internet and what are they doing on it?" is what CommerceNet, in partnership with Nielsen Media Research, chose to tackle when it initiated this Internet Demographics Survey.

The results of the CommerceNet/Nielsen Internet

Demographics Survey provide the most defi nitive answers to date about the Internet.

Some of the key fi ndings are:

■ 17% (37 million) of total persons aged 16 and above in the US and Canada have access to the Internet.

■ 11% (24 million) of total persons aged 16 and above in the US and Canada have used the Internet in the past three months.

■ Approximately 8% (18 million) of total persons aged 16 and above in the US and Canada have used the WWW in the past three months.

■ Internet users average 5 hours and 28 minutes per week on the Internet.

■ Total Internet usage in the US and Canada is equivalent to the total playback of rented video tapes.

■ Males represent 66% of Internet users and account for 77% of Internet usage.

■ On average, WWW users are upscale (25% have income over $80K), professional (50% are professional or managerial), and educated (64% have at least college degrees).

■ Approximately 14% (2.5 million) of WWW users have purchased products or services over the Internet.

Resort News Flashback to the 2000s

Congratulations to Mandy and the team at Resort News on reaching an incredible 30-year milestone, informing and supporting caretakers, building managers, and owners, guiding and shaping a better informed, more professional and connected industry. It has been a privilege to contribute over the past 20 months, with strata insights. Thank you for the significant contribution you continue to make to the strata sector. Here’s to the next chapter of impact and excellence. – Roland Franz, BCHQ, Strata Consulting Qld

Resort News Flashback to the 2000s

“Congratulations to Resort News on reaching an extraordinary 30-year milestone—a true achievement and testament to the publication’s continued relevance, quality, and contribution to our industry. For a number of years, I’ve had the privilege of writing the monthly column on repairs and maintenance of common property in strata complexes—a specialised area that continues to evolve as buildings age, regulations shift, and expectations rise. Throughout this time, Resort News has remained a vital platform for sharing knowledge, encouraging discussion, and connecting professionals across the strata, tourism, and accommodation sectors. It’s been an honour to contribute to a publication that consistently supports education, transparency, and best practice in our industry. Congratulations to the editorial team, contributors, and loyal readers who’ve made Resort News such a trusted and enduring voice over the past three decades. Here’s to the next 30 years of insight, innovation, and industry leadership!

– Lynda Kypriadakis, Managing Director, The Diverse Group of Companies

Resort News Flashback to the 2000s

Milestones are not merely markers of time passed, but recognition of a vision being realised and of value being created. For 30 years Resort News has made a significant contribution to the success of the multi-billion-dollar accommodation industry; offering invaluable insights, in-depth analysis, and expert commentary, and helping to educate readers of the benefits and workings of the industry. On behalf of Mahoneys we would like to congratulate Resort News on achieving this significant milestone and for its ongoing contribution to the accommodation industry.

– Amy O'Donnell, Partner, Mahoneys

Lel Parnis: 07 5430 7609 lparnis@holmans.com.au

Julie Jacobson 07 5430 7610 jjacobson@holmans.com.au

Resort News Flashback to the 2010s

For 30 years, if you’ve wanted to know what’s happening in MLR, you read Resort News— the bible of our industry. Because it’s so important to what we do, I’d like to offer, for a limited time, all new ARAMA members a 12-month subscription to Resort News to celebrate the 30th anniversary of this brilliant publication.

– Trevor Rawnsley, CEO, ARAMA

Vital lessons from our TOP operators

By Trevor Rawnsley, CEO, ARAMA

Mum-and-dad businesses have always been the foundation of the management and letting rights (MLR) industry, but as the great success of our recent TOP Awards demonstrated, it is also blessed with the strength and knowledge of much larger operators.

We now have major corporations vying for the TOP Awards, including some of the biggest names in the tourism and hospitality sectors: Oaks, Sebel, ULTIQA, Peppers, and, for the first time, Accor, the world’s biggest MLR group, which owns the Mantra brand.

It really is a case of iron sharpening iron for all our members, competing for the TOP Awards alongside major industry identities.

Two of the major winners at this year’s TOP Awards, held on September 12, at The Star Casino Events Centre in Brisbane, were Brian Whitehead, building manager of Mantra Southport Central, and Sue Fairweather, Executive General Manager of ULTIQA Hotels & Resorts.

Brian saved his business an absolute fortune, showing just how crucial it is for a scheme to have an eff ective and diligent manager running

things on behalf of all owners and residents. In a previous life, Brian ran his own engineering company in Zimbabwe before migrating to Australia, and his expertise was evident as he took out the TOP Award for Building Manager of the Year, sponsored by Flood Legal.

It was a strong field of entrants, with 12 nominations in the category, including three previous TOP Award winners.

Mantra Southport Central comprises three towers, seven basements below sea level, 789 apartments, and more than 2000 residents.

Brian has been there for nine years and knows it like the back of his hand. Dealing with such a huge complex has required exceptional operational expertise, professionalism, and patience — all qualities he consistently demonstrated to win the TOP Award.

When the building’s main water

pipe system failed, Brian worked with hydraulic engineers and fire safety professionals to create a temporary solution that prevented the evacuation of thousands of residents and saved the committee $1.3 million in emergency costs. He oversaw the installation of copper piping throughout the scheme, which will ultimately save the owners even more money through durability.

“We’ve certainly done a lot of work, and I’ve been fortunate to have two very good guys helping me,” Brian says. “We put in new lighting systems throughout, including new emergency lighting in all the basements. It’s a huge setup and there was quite a bit to be done.”

Those lighting changes have delivered more than $800,000 in savings and now save more than $80,000 a year in energy costs. That’s what you call eff ective management—and an object lesson for the whole industry.

Brian Whitehead, the Building Manager of Mantra Southport Central

Brian has been involved in MLR for 18 years, starting under the mentorship of industry mainstay and ARAMA Life Member Dave Ruxton at Ultra Broadbeach. “I love this industry,” Brian says. “I love working with people, and having such a big complex, there is always something to excite me. I think it was the biggest complex in the Southern Hemisphere for a long time. There’s a lot of responsibility, but that’s what I enjoy. It’s a great building to train people, too. I’ve just been training one guy who has been selected to manage Mantra on View, so I’m quite proud of that achievement too — and I’m training another two people now.

“When you’re training people, it’s not just the engineering and the building side, you’re also training them to deal with guests. This is a long-term residential rental scheme with a couple of short-term rental units, and you have to treat everybody the same and give great service.”

As Executive General Manager of ULTIQA Hotels & Resorts, Sue Fairweather runs a number of buildings, and this year she and the team at ULTIQA Freshwater Point Resort, Gold Coast, took out the Building Management Team of the Year award, sponsored by MYBOS.

Some of Australia’s biggest and best building management teams — including Mantra, Sebel, Oaks, StayCo, and Peppers — also nominated in this category.

ULTIQA Freshwater Point Resort comprises 256 apartments. There’s only one body corporate, but there are two separate areas: one residential only and the other the resort side.

In a vital lesson for everyone in MLR, no matter the size of the scheme, Sue says that from “the top of the organisation the whole way through”, she and her staff do a lot of “crosstraining” so people develop skills in all different areas.

“We call it the ULTIQA Way,” she says. “We never, ever say, ‘Well, that’s not my job.’

“Everybody is taught how to deal with guests. Our attitude is very much that we’re all here to serve our owners and our guests and create an amazing experience. We’re out to give exceptional service with that ‘can-do’ attitude.

“And that comes from the top. If I’m in a resort and there’s a guest who needs attention, I’ll help them. People have seen me strip rooms. They’ve seen me jump in for housekeeping. We try to treat everybody with respect and kindness, and we all pitch in and do whatever it takes.

“It doesn’t matter what resort we’re at. I foster the idea that this industry is all about good, open relationships and helping each other,” she says.

The team’s TOP Award this year recognised not only operational efficiency but also genuine care for their communities, commitment to sustainability, and the ability to nurture positive, long-term relationships with stakeholders.

That’s what you call the 'Triangle of Management' in action.

It’s a similar story for previous TOP Award winners who repeated their success this year.

Paul and Francine Tuddenham, from The Peninsula Airlie Beach, took out the Resident Manager of the Year (Short Stay) award, sponsored by

Goldenwater Finance Group. They won at the TOP Awards in 2022 and have also taken out Tourism Whitsunday awards for the past three years.

Paul says great service is the key to their success.

“More than anything, it’s that personal touch,” he says.

“A lot of places these days have systems where people can check in and you don’t even see their face. Here, we walk people to their rooms, show them where everything is and how it works, and make them feel really welcome, really special. We do everything we can to make sure they enjoy their holiday.”

Paul and Fran took over The Peninsula Airlie Beach on July 1, 2021 and have achieved remarkable results in just four years.

Paul credits ARAMA’s many educational programs and resources, such as webinars, for guiding their steps on what has been an amazing MLR journey. “I think anyone in management rights needs to be a member of ARAMA,” he says.

Hamish and Jess Watts of Glen Eden Beach Resort, Sunshine Coast, took out the Resident Manager of the Year (Mixed Stay) award this year, sponsored by EBM Insurance & Risk. They were also winners in 2024.

Hamish said the TOP Award was “a testament to our dedicated team, the support of our owners, and the wonderful guests who make Glen Eden Beach Resort such a special place.

“It’s fantastic to see the hard work of onsite managers acknowledged at such a high level,” he said. “This recognition inspires us to continue raising the bar in resort management. We’re committed to driving innovation, supporting our community, and showcasing the Sunshine Coast as one of Australia’s most welcoming holiday destinations.”

The ability Hamish and Jess showed in garnering support from a mixed-use ownership group for renovations and their commitment to environmental matters was a testament to their work ethic and skill.

All the brilliant managers showcased in our TOP Awards are a major reason for the continued success of the MLR industry.

Another reason, though, is this very magazine.

For 30 years, if you’ve wanted to know what’s happening in MLR, you read Resort News the bible of our industry.

Because it’s so important to what we do, I’d like to offer, for a limited time, all new ARAMA members a 12-month subscription to Resort News to celebrate the 30th anniversary of this brilliant publication.

Mandy and Patrick Clarke, the publishers, were honoured with life membership of ARAMA last year for their extraordinary support and promotion of the MLR industry. They had long and successful careers in medicine in Britain before making their home in Queensland, and the MLR industry is in wonderful health — thanks in large part to their care and hard work on our behalf.

Happy 30th birthday to Resort News, our industry’s TOP publication.

Paul and Francine Tuddenham, from The Peninsula, Airlie Beach

ULTIQA Freshwater Resort

Clarifying your letting appointment fees and charges

A common issue I encounter when reviewing letting appointments (the agreements entered between the letting agent and the lot owner) is that the fees and charges shown in the letting appointment are vague and ambiguous. It is a problem when the fee schedule does not provide a clear understanding of when and how the fees are calculated, or what service is actually received for the fee being paid.

By Ben Ashworth, Small Myers Hughes Lawyers

To ensure your lett ing appointments are working as intended and that you have a right to collect all the fees you charge for your services, you should check that you can answer all the following questions.

Your

letting appointment should explain each of the services you will provide

What is the service?

Your lett ing appointment should explain each of the services you will provide or arrange for the owner. It should also clarify whether the service is being provided by you or by another service provider as an expense. The common problem I see is that lett ing appointments will often use a title and nothing more to describe services being provided, such as “advertising”, “exit clean” or “internet”. This does not provide enough information for the owner to know when the service has or hasn’t been performed correctly and whether the fee for the service will be charged.

When is the service provided?

It should be clear in your lett ing appointment when each service is being provided. There needs to be a trigger for when the service is provided and charged. Such as “once per month”, “per guest visit” or “per booking termination”.

How is the service fee calculated?

When a service fee is not a fi xed amount, it should be clear how the service fee is calculated. If a fee is charged as a percentage, it should state what it is a percentage of. For example: “eight percent of the total rent collected from the tenant during the invoice period”.

What is not included?

For some services that an agent provides, there might be an assumption by owners that the services provided also includes other items and services that are considered essential for the use of their lot. For example, the provision of soap for short-term guests. If the lett ing services you provide do not absorb or include these additional costs and you pass these expenses on to the owners, your lett ing appointment needs to state this.

And finally, don’t forget that you can only charge fees that have been agreed with the owner. If an owner hasn’t agreed in advance and in writing to pay an expense or fee you are charging in your invoices, there is a very high chance that you do not have the right to charge that fee or expense. Charging unauthorised fees could be a breach of your licence and have serious consequences for your lett ing business.

A good lett ing appointment will have all the answers you need when an owner asks you why and what you have charged in your invoice each month. If you are not confident that your lett ing appointment has all these answers, it’s a sign that you probably need to update your lett ing appointments sooner rather than later.

Disclaimer: This article is provided for information purposes only and should not be regarded as legal advice.

Maintenance versus insurance in community titles schemes

When insurance isn’t enough

By Jane Wilson , Commissioner for Body Corporate and Community Management

Sometimes residents in community titles schemes struggle to tell the difference between maintenance and insurance responsibilities.

One does not equal the other. If the body corporate or an owner needs to insure something, that doesn’t automatically mean they have to maintain it, and vice versa.

Although maintenance and insurance serve different purposes, they can still affect each other in practical situations.

This article clarifies common misunderstandings by explaining:

• maintenance in a body corporate

• insurance in a body corporate

• the differences between maintenance and insurance

• the relationship between maintenance and insurance

Maintenance in a body corporate

While body corporate legislation doesn’t define “maintenance”, the term is widely understood.

To better understand maintenance in a body corporate setting, we

can look to adjudicators’ decisions for guidance.

As noted by adjudicators, the District Court¹ (applying a Supreme Court of New South Wales case²) said the body corporate’s duty to maintain involves:

• keeping something in proper order by acts of maintenance before it falls out of condition, in a state which enables it to serve the purpose for which it exists

• taking preventative measures so that there will not be a malfunction (not just acting where there is already a malfunction)

• rectifying defects in the original construction of the common property

The adjudicator in The Pavilion Apartments [2024] QBCCMCmr 470 similarly outlined different types of maintenance:

“The statutory responsibility to undertake maintenance may include preventative maintenance, maintenance arising because of wear and tear, maintenance required because of poor design or construction, and replacing something that can no longer be repaired.”

Additionally, adjudicators often describe maintenance as “the replacement of something already there, which has become dilapidated or worn out.”

As outlined, maintenance, whether it’s the responsibility of the body corporate or the individual owner, generally involves ongoing efforts to preserve property through regular upkeep, repairs or, when needed, replacement.

Insurance in a body corporate

Unlike maintenance, which tends to be routine, insurance prepares you for the unexpected—the “what-ifs”.

Insurance safeguards property from unforeseen damage and serious financial consequences.

The body corporate must insure the common property, its own assets and buildings containing lots against a range of legislated risks.

These include damage from earthquake, explosion, fire, lightning, storm, water, glass breakage, impact, malicious acts and riot.

However, if a building is freestanding under a standard format plan of subdivision, the owner is responsible for insuring it.

The obligation to insure is not an obligation to maintain

Many residents mistakenly think that an obligation to insure automatically means an obligation to maintain.

The adjudicator in The Pavilion Apartments [2024] QBCCMCmr 470 clarified:

“Whether an insurer chooses to cover damage under a policy of insurance taken out by the body corporate is not relevant to the question of who is legally responsible for maintenance.”

Case study A: When insurance isn’t enough

Ben owns a townhouse in a standard format plan scheme. Under this plan, the body corporate is responsible for

insuring buildings that share common walls — which includes Ben’s, as it’s joined to the neighbouring townhouse.

However, things take a turn when a problem crops up with an exterior wall of Ben’s townhouse.

He lodges a claim on the body corporate’s building insurance, but it’s knocked back due to maintenance-related issues.

In a standard format plan, owners are usually responsible for maintaining structural and non-structural elements of most parts of the building within their lot boundaries.

In the end, the repair costs landed squarely in Ben’s lap.

Case study B: Storms and solar panels

Jennifer got the green light from her body corporate to install solar panels on the common property roof for the benefit of her lot.

Then a wild storm hit, and the solar panels were severely damaged.

While Jennifer manages the day-to-day maintenance, the panels are still considered part of the building when it comes to body corporate insurance.

Despite being responsible for their upkeep, Jennifer was able to make a successful claim on the body corporate’s building insurance, as the damage came from a storm, an insured event.

As these case studies show, insuring an item doesn’t automatically mean you have to maintain it; they’re separate responsibilities.

The relationship between maintenance and insurance

While maintenance and insurance are separate responsibilities, they often affect each other.

Insurers often deny body corporate claims when poor maintenance is the cause, leaving the repair costs with whomever is normally responsible for upkeep. Neglecting maintenance can also push insurance premiums and excesses up, as insurers see greater risk.

In some cases, poor maintenance can prevent the body corporate from securing the required insurance cover.

As noted by the adjudicator in Mihi Grove [2025] QBCCMCmr 69, when determining whether to make an alternative insurance order, section 281A(3) of the Act invites adjudicators to consider, among other factors, whether a body corporate could “improve its prospects of getting suitable offers (for example, by undertaking overdue building maintenance).”

Finally, the question of who should pay the excess on a body corporate insurance claim can often reflect the maintenance obligations.

For example, in Brighton on Broadwater Dune [2023]

QBCCMCmr 345, there was water ingress from a failed window seal which caused damage to the applicant’s timber floorboards.

The adjudicator determined that as the body corporate was responsible for maintaining the window, it should pay the insurance excess, even though the damage only affected the applicant’s lot.

We hope this article has clarified the difference between maintenance and insurance.

Given how poor maintenance can jeopardise insurance cover, it’s crucial that both the body corporate and individual owners stay on top of their maintenance duties.

Bodies corporate and individual owners might find it beneficial to put a maintenance plan in place to reduce risks.

As the old saying goes, prevention is better than the cure.

You can read more about maintenance and insurance responsibilities in a body corporate on our website.

www.smh.net.au

30 years of Resort News:

Time flies!

By Mike Phipps, Mike Phipps Finance

On this, the 30th anniversary of Resort News the management rights industry bible, I thought it a great opportunity to take a look through the rearview mirror. As I am, to quote the managing director “a self-centred egomaniac” I shall do so through the prism of my own experiences.

What follows are more observations and reminiscences than a chronological history of events. Forgive me my fading memory and vague recollections.

It all started for me in about 1997. I was working as a commercial lender for a bank and got a call from a client. He wanted to buy something called management rights in Hastings Street, Noosa. He knew not much about the industry, and I knew less, but we got the deal done and Big Chris, the ex-NZ copper, was my first management rights client. He loved the industry, became the quasi mayor of Hastings Street and ended up writing a book about how to run an MLR. In the process he caused me to fall in love with the industry. Okay, to be honest, I fell in love with visiting him in summer and sitt ing on his balcony drinking beer and watching the passing parade.

Anyway, gett ing his deal approved had forced me to actually learn a bit about the industry, just as the BUGT Act

was being replaced by the BCCM Act. I had the bright idea that if a few of us at the bank could become experts in management rights, there just might be a nice market niche for us. Somehow, I convinced the powers that be to let me set up a specialist unit and have a serious crack.

Having now placed the cart firmly in front of the horse, I scrambled to build some actual legislative knowledge and broader industry support for the idea. The industry body at the time was QRAMA (Queensland, later replaced by Australia), and I had the immense good fortune to connect with John Anderson (RIP) and Kim Cox, the main drivers behind advocacy for and understanding of the industry. John was invaluable in helping me build arguments supporting a decent credit policy in the bank, and Kim became a constant source of practical tips and feedback. I joined QRAMA that year and convinced the bank to support the organisation in any way it could. It became clear prett y quickly

that to have any chance of establishing the bank as a viable option we needed to get out there and meet the centres of influence in sales, law and accounting. ResortBrokers looked like the biggest brokerage around, so early in the piece I went to see Ian Crooks. Considering how wet behind the ears I was he treated me kindly. It was clear however that Ian had a very strong relationship with his bank, and more importantly his bank manager. Any chance of eroding that relationship evaporated when I met Mick from NAB and discovered a genuinely lovely bloke, who was more than happy to share his knowledge of the industry. To no great surprise ResortBrokers continued to evolve into the brand we see today, all while inspiring others to compete on that playing field. A rising tide lift s all ships, as they say. This encounter became a bit of a trend where, to my surprise, all manner of people including other bankers seemed supportive and

Resort News Flashback to the 2000s

nancial sense

Managing the Bank Manager

Previously we've talked broadly about business operator/banker relationship and how resident managers can maximise the effective-ness of a positive relationship with their bankers. It's time now to discuss specifics and what better place to start than preparing an application for finance.

Never has the expression 'first impressions are important' been more relevant than when you present a credit proposal to your bank. The level of information you present when requesting business finance will depend on the complexity of the proposal, the amount of money involved and on how well your business banker knows you

and understands your industry. The type of information will vary de-pending on whether you are re-questing funding for a new building, seeking to extend an overdraft limit or seeking additional funding for future business plans.

The following basic documents should form part of any loan request. Many resident managers maintain most or all of these documents on an ongoing basis and only need to collate a set of copies. For others, particularly new entrants, its a bigger job but one that will prove very worthwhile both for credit applications and for general day to day management of the business.

Business Plan - This is a bit of a buzzword at the moment, and has been for a couple of years. While some business people see the business plan as a waste

of time, most who go through the exercise find considerable value in it. More importantly, my observation is that most highly successful resident managers do business plans. Essentially the plan sets out your strategies for the ongoing success of your site. It's a road map of where you want to go and how you are going to get there. Most effective business plans will include and analysis of strengths, weaknesses, opportunities and threats effecting the business together with strategies to maximise opportunities and minimise the impact of negative factors. If you are daunted by the task there are a number of highly competent consulting and accounting firms who can assist you. Most advertise in these pages.

Cash flows - Of all the management tools available

Mike Phipps

National Business Development Manager - Suncorp nancialsense@resortnews.com.au

to resident managers the cash flow projection is probably the most under-utilised. While not particularly relevant to permanent sites, the seasonal nature of holiday-based buildings really demand some sort of cash flow management. The projections are simply a basic estimate of inward and outward cash flows over a particular period.

The flows are generally divided into monthly increments with the report typically covering a 12-month period, more often that not a financial year...

friendly. Paul Geary, if you are reading this… respect.

While I was based on the Sunshine Coast, I had global ambitions (ha ha) and had promised outcomes that dictated we needed a wide reach. I went to see Steve Burton (RIP) of PCS Finance and convinced him to at least give us a shot at a few deals. To his credit he did just that which helped us get off the ground on the Goldie. Years later Steve, Colin, and the Dreamtime guys did a promo tour of NZ to spruik management rights to Kiwis. Remarkably the bank agreed that I should accept their invitation to join the tour. I am reliably informed it was a great success, surely proven by the number of New Zealanders now running management rights here in Oz. John Punch and Col Myers were incredibly helpful in the early days. Together with John Mahoney, these were the guys I could call when some

troublesome credit manager wanted to argue a point of law or legislation just to make my life difficult. I think it’s fair to say that without the support of the above-mentioned and others including Kim Christie, Frank Higginson and Damian Quinn, we would have struggled to argue a competitive credit policy within the bank.

One of the hurdles we faced in convincing the bank to sign off on credit policy was the reliance on a single year profi t and loss statement. I went to see Ken Window, the recognised accounting guru at the time. Ken in his inimitable way, explained the assumptions used and assured me it had always been that way. For a banker used to analysing three years’ financials, this news came as a bit of a shock, but on the positive side, it sure made presenting a deal to credit prett y simple. It says much about management rights as a business model that even with a single year’s

reliance very few go broke, and the so-called adjusted P and L survives to this day.

It became clear from the outset that we needed to develop relationships with the agents. Back then there were lots of them across many agencies, and I had no idea who to start with. Resort News proved a valuable reference point while someone mentioned I should catch up with Rusty Lush (RAAS) and Bob Love (Property Pacific) on the Gold Coast. After the initial panic of thinking I’d stumbled into the adult film industry, I found both these blokes easy to talk to and happy to teach me the ropes. Sadly, Bob is no longer with us, while RAAS is now a formidable market presence as RAS360.

Ross Venz is also gone now (RIP), but there was a time where Venz Management Rights was a force on the Gold Coast. I always found Ross a gentleman who would gladly provide advice and feedback.

He was a strong supporter of a local finance broker but was none the less happy if we ultimately won the deal.

I found the industry full of colourful characters and none more so than Liz Lavender, the self-appointed queen of management rights. My memory may have this wrong but I’m sure Liz actually had that emblazoned on her pink Audi convertible. For my part I always found Liz great company and man, she could sell! Like Narelle and Paul Filmer on the Gold Coast, and Wayne and Linda Stoll on the Sunny Coast, Liz had actually owned management rights and it showed. They weren’t the only ones of course and I always thought having that operational experience as an agent made a lot of sense. At least that way the agent could encourage the buyer to envisage strawberry daiquiris by the pool, as long as they could hold a glass with one hand and a leaf blower in the other.

No mention of colourful characters would be complete without a shout-out to Jake Clarke. He and Lyn kicked off MR Sales on the Gold Coast and while Jake is no doubt fishing down at Yamba these days, the brand, under Michael Philpot, continues to this day. Jake could sell ice to an Eskimo and did not tolerate fools or valuers, and one might suspect placed both in the same category. His debates with Chris Kennedy, the now retired doyen of management rights valuation, were the stuff of legend. I had my own occasional robust discussion with Jake, but as often happens in our old age, I think we’ve mellowed and now get on really well.

As my ambition to grow the management rights unit grew (disproportionately to my talent but you gott a fake it till you make it), I started thinking about the big fish. At the time, that was Tony Smith at Breakfree and Chris Scott at S8. I got meetings with both and walked away unsure of what had just happened. As luck would have it the bank I worked at provided some funding for a diversified investment fund called MFS. Breakfree got gobbled up by MFS which subsequently collapsed in 2008. From memory S8 ended up at MFS as well. Out of the ashes emerged the Mantra Group. On the way through, my dealings with MFS opened my eyes to the potential for listed MLR asset management, and the pitfalls that await the unsuspecting or greedy. The relatively recent emergence of large multi-site syndicates may well herald another look at the MFS model, sans the obvious flaws.

Along the way we pioneered the idea of industry breakfasts designed to encourage debate and discussion among industry professionals. We got a budget approved to support Resort News, and we were the first bank to include a management rights specific resource centre on our website. We sponsored many ARAMA events, to say nothing of the occasional golf tournament or day at the races.

As a Sunshine Coast boy, I formed close relationships with the salespeople here and will never forget the support I received from people like Barry

Mike, we don’t want to get sued, I’ve made a few small edits”.

Davies, Maria Duke (RIP), Gerry Lewis, Ian Brookes and Matt Campbell. In fact, Barry sent me my very first deal as a broker. Glenn Millar has been a staunch supporter for many years, and it’s a bit sad to see Glenn retiring after such a spectacular innings.

We built a great team of management rights specialists, wrote business volumes way above our weight class, and had a ball doing it. Then the music stopped. We were a relatively small bank and by 2009 the GFC had us on our knees. With litt le money to lend, a specific business unit built entirely on one industry and lending predominantly on agreementbased security was never going to survive. I got off ered a diff erent gig or a cheque. After a severe dressing down from the Managing Director regarding my often-spoken desire to go it alone, I took the cheque.

Miraculously a poorly educated bloke with a reasonable gift of the gab and a hell of a lot of goodwill and support from this amazing industry is still around to celebrate 30 years of RN.

I started writing these Resort News columns when I was still at the bank. Needless to say, to comply with bank policy they had to be finance related, include no personal opinions, off end no one and, as a consequence, be boring. No longer constrained by such guardrails, the column has morphed into a broader contemplation on life, the industry, and the motivations of the MD.

I must thank Mandy for being the voice of reason when I submit something too crazy even for this audience. I know when I’ve stepped over the line, as the email back always starts the same…” Mike, we

don’t want to get sued, I’ve made a few small edits”.

To Mandy and all the great crew at RN… more power to you.

Of course, management rights have evolved over the past 30 years, and I think there’s litt le doubt that levels of professionalism have continued to improve as the industry matures. We now see sales agencies sett ing benchmarks for marketing and research that are the envy of other industries, while legal and accounting processes have become ever more regimented and predictable. Much as I hate to say it, there seems to be a correlation between the relative youth of industry professionals and the robust good health of management rights. Of course, there’s still a need for the wisdom that comes with age… I guess.

Postscript: I’ve missed a stack of people who’ve been super supportive over the past 16 years of MPF. You know who you are, and you’ll all get a mention when I write the 60th anniversary article. If you think my memory’s bad now, you ain’t seen nothin’ yet!

No AI or ChatGPT has been used in the writing of this article.

Mike Phipps Finance 15 years anniversary edition of Resort News, November 2024

Fringe benefits tax:

The hidden forgotten tax!

By Jonathan Hanaghan, Principal, Count

Congratulations to Resort News on its 30th birthday! Thanks for keeping us all informed about the latest developments within our industry.

With the festive season kicking off, I thought I would discuss some fringe benefits tax implications for Christmas parties and staff gifts, and review common fringe benefits in the accommodation industry generally.

If you provide certain benefits to your staff, or their associates, you may be up for fringe benefits tax (FBT). It is important to note that the benefit must arise from employment and not business ownership. For example, a benefit provided to a shareholder of a private company who is not, and never has been an employee or officeholder does not constitute a benefit for fringe benefits tax purposes.

This tax is separate from income tax and is based on a 'taxable value' of the benefits provided, which is calculated according to the categories the benefits fall into. The Tax Office has even given FBT its own tax year, from April 1 to March 31. The upside for your staff is that they do not then have to pay income tax on the value of the benefits and payment of the FBT is tax deductible to the employer.

Entertainment and gift fringe benefits

This is a common benefit provided for the typical work Christmas party, usually by way of food, drink or recreation. Generally, the more elaborate the meal and the inclusion of alcohol the more likely the meal becomes entertainment. Also, where the food or drink is provided also affects the classification. Provision of the meals and drink off your business premises, for example, a restaurant, is more likely to be classed as entertainment and subject to fringe benefits tax.

One major consideration is the less than $300 minor benefit exemption and the now recognised fact that the ATO will accept that different benefits provided (for instance, gift and Christmas party) at the same time are not added together when applying the threshold. Essentially, this means that both the gift and Christmas

• Incidental travel while performing employmentrelated travel.

• Non-work-related use that is minor, infrequent and irregular (for example, occasional use of the vehicle to remove domestic rubbish).

To minimise car FBT, seek advice from your accountant about whether keeping a 12week logbook is worthwhile. This will depend on the value of the car and the expected business use percentage.

Housing fringe benefits

A housing fringe benefit may arise when you provide accommodation for your employees rent-free, or at a reduced rent, where that accommodation is their usual place of residence.

A unit of accommodation includes any of the following:

party entertainment may be exempt from FBT even if provided at the same time, as long as each cost less than $300.

Car fringe benefits

If you make a car you own or lease available for the private use of your employee, you may provide a car fringe benefit.

For fringe benefits tax (FBT) purposes, a car is any of the following:

• A sedan or station wagon.

• Any other goods-carrying vehicle with a carrying capacity of less than one tonne, for example a panel van or utility (including four-wheel drive vehicles).

• Any other passengercarrying vehicle designed to carry fewer than nine passengers.

A car is considered available for private use if the employee’s place of business and residence are the same–for instance, in a standard management rights business. There are some circumstances where use of the car is exempt from FBT. For example, an employee’s private use of a taxi, panel van or utility designed to carry less than one tonne is exempt from FBT if its private use is limited to:

• Travel between home and work.

• A house, flat or home unit.

• Accommodation in a hotel, motel, guesthouse, bunkhouse or other living quarters.

• A caravan or mobile home.

• Accommodation on a ship or other floating structure. This is a common benefit provided to managers within the accommodation industry and to businesses that operate through modern corporate partnerships. It is clear the ATO do not care that the accommodation may be attached to a busy office that is open seven days a week with the managers being on call 24 hours a day. The ATO still holds the view that a housing benefit is being provided. Generally, the benefit will be calculated at 75 percent of the market rental for the dwelling in question. For example, if a manager’s unit would ordinarily rent for $600-perweek then the annual benefit is calculated at $600 x 52 x 75 percent, which equals $23,400. This amount can be reduced by payments made to the employer by the employee or associate for use of the accommodation.

In summary, if you are providing any benefits to employees, it is important to seek advice from your accountant as the ATO is reviewing more of these arrangements every year and as the saying goes… “there is no such thing as a free lunch”.

Gold Coast

Considerations for upgrading internet performance

Guest expectations are changing, the benefits of upgrading your building’s internet:

Tourism Impact: Discerning visitors now view fast and reliable internet as a key factor when choosing accommodation.

Online Reviews: Guest feedback increasingly reflects internet performance, which can influence future bookings.

Real Estate Appeal: Buyers and tenants are seeking homes that support remote work — high-speed internet is now essential.

Holiday Letting Performance: Buildings with excellent internet tend to enjoy be er reviews, stronger brand recognition, and increased occupancy and revenue.

What internet upgrade options should I choose?

Option A: New CAT cabling to each room. Improves speed over traditional lines but doesn’t support gigabit performance. Installation is costly.

Option B: Wireless distribution across the building. Cost-e ective but unreliable due to interference from building materials and layout.

Option C: Fibre optic cabling to each apartment.

O ers excellent performance but comes with high installation costs and device upgrade requirements.

Option D – Recommended: Gigabit fibre delivered via existing TV coaxial cables. This solution:

o Delivers speeds up to 1.5 Gbps (1,500 Mbps).

o Involves minimal disruption and cost.

o Is fully managed and warranted.

o Has proven success with existing installations.

…with the flick of a switch our internet services moved to world class Gigabit capable internet. Resident and guest satisfaction has skyrocketed with the availability of fast, reliable industry leading internet, which allows our resort to include phone, video and streaming services never before offered. Absolutely Brilliant!”

– Eric van Meurs, Manager Atlantis Marcoola Beachfront Resort and past ARAMA President (Australian Resident Accommodation Managers Association.)

Owners DIY law a risky path with hallucinating AI

By Frank Higginson, Redchip Strata Law

Do-it-yourself is a constant temptation in any part of business life that requires advice. But one area that business owners would be well advised to steer clear of is DIY legal advice. Yes, that is clearly a less than objective statement, but hear (or read) me out.

With the emergence of artificial intelligence (AI) into everyday office life, anyone with access to the internet, a keyboard and two fingers seemingly can now tap into the wealth of all human knowledge and get a detailed answer to any question in less than 60 seconds. Which is tremendous… until it isn’t.

Horror stories of AI-gonerogue are now commonplace. Hallucination used to be a

word associated with kids on magic mushrooms, or hippies on LSD. Not anymore. The word is now used when AI simply makes things up. The consultancy Deloitte Australia faced the embarrassment of having to admit that it had presented the Federal Government with a report (and an invoice for $440,000!) that later was revealed to contain references and footnotes to papers, books and people that did not exist. Deloitte had used AI in preparing the report, and AI had simply made them up. Even more amusingly, the second go at the report also had reference errors.

A Victorian lawyer has been sanctioned and stripped of his ability to practice as a

principal lawyer after using false citations that had been generated by a hallucinating AI.

The risks associated with using dodgy AI-generated material in the law have forced the Supreme Court of Queensland to issue a practice direction that written submissions to the court must now include the name of the individual solicitor or barrister who is taking responsibility for them. That way, the onus falls on the individual to ensure everything they present to the court is accurate, adequately referenced, and actually exists.

While AI can respond to prompts with what appears to be coherent legal advice, there is no safeguard

against it producing what is known as AI slop.

Without wanting to sound self-serving, lawyers provide value by having a holistic understanding of a legal process.

While AI may have some merit in draft ing email correspondence or comparing the new type of flat-screen TV you are looking to buy, the platforms still fall well short of producing legal material that can be totally relied upon.

An AI response may produce a reasonable summary of what is provided for in the legislation, but will it have the lateral awareness to raise related issues involving taxation or local council approvals? The responses may be accurate, but will they be pragmatic–such as, how best to deal with difficult personalities whose approval may be necessary to get a particular change through. And there is no shortage of difficult personalities in management rights!

So, while using AI to gain a reasonable overview of a legal situation may be okay, going any deeper than that is a far riskier journey.

The law is a people business–there is still some value in being human in this regard.

The value of a quality product:

Economics 101

By Andrew Morgan, Motel Broker/Partner, Qld Tourism & Hospitality Brokers

Price determination is the interaction between the availability of a product (supply) and the desire for it (demand). Laissez-faire economics is a market with minimal government intervention, where supply and demand naturally regulate the prices.

Australia operates under this system most of the time, although government interference does occur. However, the basic mechanics still apply. Supply and demand constantly shift due to human actions and external factors. Demand changes more rapidly than supply within the accommodation market.

Factors affecting demand

Demand for accommodation is driven by events and activities that bring people to a location. An increase in demand with stable supply will drive prices up. Increased or decreased activity in a region's key industry (for example, a new construction project or a plant closure) can impact demand from business travellers. Seasonal travel patterns, such as a destination's ‘high season’, cause predictable spikes in demand and prices. A strong economy with high disposable income generally leads to more travel and higher demand.

Aggressively lowering rates suggests the product is not worth its full price

Factors affecting supply

Supply, the number of available rooms, changes more slowly than demand. New hotels or short-term rental units coming online increase the supply of rooms. An existing accommodation site being converted to another use, such as, apartments or commercial space, permanently reduces the available supply of rooms. In the long run, persistently high rates can motivate investors to build new hotels, which will eventually increase supply and put downward pressure on prices.

Maximising revenue during peak demand

When an event or a busy period creates a surge in demand, accommodation providers can raise rates and maximise profits. ‘Make hay while the sun shines’. If rates are kept artificially low when demand is high, properties will sell out quickly but incur a significant loss of potential revenue. Selling out at a lower rate during peak season can lower a property's net profit due to the increased operational costs of servicing more guests, such as cleaning and laundry, without the corresponding revenue boost.

Maintaining occupancy during low demand

During quiet periods, properties that refuse to lower their rates are likely to see their occupancy rates plummet. In a competitive market, where many properties are vying for fewer guests, offering an attractive price is a primary way to secure bookings. Keeping rates the same when demand

drops will lead to unsold rooms and lost revenue. A dynamic pricing strategy allows a business to adjust rates to fill empty rooms and avoid these losses.

The limitations of loyalty in a commercial context

Loyalty, while valuable, can only be sustained up to a point. In a quiet period, a business client will likely choose a cheaper alternative, even if they have previously stayed at a property that did not raise its rates for them during a busy period. Rather than fixed prices, a more modern approach is to reward loyal guests through targeted programs. These might include exclusive offers or perks rather than blanket low rates, which can devalue the property's brand during high season.

The potential for financial consequences

Failing to adjust rates with supply and demand can be a very costly mistake. A property that undercharges during high season will not accumulate the necessary revenue to weather the quiet periods. Relying on a fixed-price list in a volatile market makes a business vulnerable to a competitor with a more agile, dynamic pricing model.

The challenge of balancing dynamic pricing and loyalty

While dynamic pricing is common in many industries, it may alienate loyal guests who may feel penalised by higher prices during peak times. Achieving this balance

is difficult, requiring operators to use room rates as effectively as possible to meet financial goals without jeopardising customer relationships. Some businesses successfully navigate this by using guest data to offer personalised discounts or perks to repeat customers, even while prices fluctuate for new customers.

The flawed strategy of undercutting

Aggressively lowering rates suggests the product is not worth its full price, eroding its perceived value in the long term. Undercutting can lead to financial burdens for the business, especially during periods of low demand. It leaves little room for profit and makes it difficult to justify higher rates during peak times. Instead of lowering prices, enhance the overall value of the offering to justify a strong price point, which strengthens the brand rather than cheapening it.

How to increase perceived value

Guests value well-maintained, quiet, and clean rooms with essential services like quality bedding, air conditioning, and high-speed internet. Consistently delivering these basics builds trust. Personalisation, memorable experiences, and excellent customer service create a sense of value that justifies premium pricing. Managing online reviews and a social media presence is crucial. Positive feedback and a good reputation increase the perceived value of the offering.

Ultimately, finding the sweet spot between over- and underpricing is about understanding the market and knowing the business’s own value proposition. Success comes from a nuanced understanding of what guests are truly willing to pay for a high-quality product and exceptional service, rather than simply reacting to competitors with lower prices.

Common property, lot boundaries and exclusive use Maintenance obligations in strata schemes:

By Lynda Kypriadakis, The Diverse Group of Companies & DPX Projects

In community titles schemes, few issues create more confusion and conflict than the question of maintenance obligations. Who is responsible when a roof leaks, tiles crack or water ingress damages an apartment? The answer depends not only on the source of the defect but also on how the scheme is registered, how the legislation allocates responsibilities, and whether by-laws alter those obligations.

For committees and strata managers, understanding the division between common property, lot boundaries, and exclusive use areas is essential. Misinterpretation can lead to delays in repairs, unnecessary disputes, increased insurance costs and in some cases, litigation.

This article explores these distinctions, drawing on the Body Corporate and Community Management Act 1997 (BCCM Act), common scenarios in Queensland schemes, and principles of best practice governance.

Common property

This generally refers to

all areas of the scheme not included in a lot.

Depending on the survey plan type, this may include:

• Structural elements such as roofs, external walls, and foundations.

• Shared facilities including foyers, stairwells, lifts, pools, and gyms.

• Infrastructure such as driveways, basement car parks, water pipes, sewer lines, and electrical cabling that service more than one lot.

Under the BCCM Act, the body corporate has a statutory duty to maintain common property in good condition. This duty is strict and not subject to considerations such as whether the cost is affordable or whether the defect is longstanding. If common property deteriorates, it is the body corporate’s obligation to repair or replace it, and costs are shared collectively among owners.

Common challenges

Disputes frequently arise when individual owners resist paying levies for works on areas they seldom use, such as lifts in a high-rise or a swimming pool. However, the obligation is clear, all owners must contribute to the upkeep of common property, regardless of personal use.

A second challenge is the ‘hidden defect’. Waterproofing membranes, structural cracks, or corroded services may not be visible until damage is advanced. Proactive inspection and maintenance programs are therefore critical.

Lot boundaries

The second key element in determining maintenance responsibility is the definition of lot boundaries. These differ depending on whether the

scheme is registered under a standard format plan (SFP) or a building format plan (BFP).

Standard format plan (SFP): Common in townhouse and detached-style schemes. Boundaries are determined by surveyed land measurements, similar to freehold property. Lot owners are responsible for maintaining buildings and improvements within their lot.

Building format plan (BFP):

Typical of multi-storey apartment complexes. Boundaries are defined by the interior surfaces of walls, floors, and ceilings. The lot owner is responsible for internal paint, tiles, carpet, and fixtures, while the body corporate maintains structural elements, slabs, and external finishes.

Scenario one: Leaking shower recess

If the issue is deteriorated tiles or grout, the lot owner is responsible.

If the waterproofing membrane beneath has failed, it is often the body corporate’s responsibility.

Scenario two: Cracked internal wall plaster

The lot owner must repair cosmetic non-structural finishes.

If cracking indicates structural movement, the underlying structure (body corporate responsibility) may require investigation and rectification.

Scenario three: Windows and doors

In a BFP, windows and doors set within boundary walls are generally the body corporate’s responsibility, unless bylaws state otherwise.

In an SFP, the lot owner is usually responsible.

Clear identification of boundaries on the survey plan is therefore essential before allocating responsibility.

Exclusive use areas

A further layer of complexity arises, where a by-law grants a lot owner ‘exclusive use’ of part of the common property, such as courtyards, car spaces, or balconies. Exclusive use does not transfer ownership; the area remains common property, but only the nominated lot owner may occupy and use it.

Unless the exclusive use by-law states otherwise, the body corporate remains responsible for repairing and upgrading the area. However, the by-law may require the benefiting owner to provide maintenance and contribute to costs, particularly for upkeep that relates only to their lot’s enjoyment (for example, landscaping within an exclusive-use courtyard).

Common disputes

Balcony waterproofing

The balcony slab and membrane are usually body corporate responsibilities.

Tiles and finishes on top may be lot owner responsibilities. If exclusive use applies, the by-law should clarify who funds replacement.

Courtyard fencing

If the fence is common property, the body corporate may need to repair or replace it.

Some by-laws shift this obligation to the exclusive-use lot owner.

Car spaces

Structural repairs to the basement remain the body corporate’s responsibility. Cleaning or minor maintenance of an exclusive-use space may rest with the owner.

Ambiguity in exclusive use by-laws is one of the leading causes of conflict. Committees should review these carefully, ensure obligations are clearly

documented, and consider updating outdated by-laws.

Why clarity matters

The practical consequences of misunderstanding maintenance responsibilities extend well beyond inconvenience.

Key risks include:

Escalating costs: Delayed repairs often allow defects to worsen, increasing the eventual cost of rectification.

Insurance complications: Failure to maintain common property can result in denied or reduced insurance claims.

Owner disputes: Confusion about liability erodes trust between lot owners and committees, sometimes leading to disputes at the Commissioner’s Office.

Legal exposure: Committees have statutory duties and can face claims of mismanagement if they fail to meet them.

Establishing clear processes for identifying responsibility, supported by accurate technical evidence where necessary, is essential for good governance.

Best practice approaches

Early diagnosis

Understanding the division between common property, lot boundaries, and exclusive use areas is essential

When defects occur, engage qualified professionals to determine the true cause. This prevents misallocation of costs and ensures repairs address root issues, not just symptoms.

Regular inspections

Scheduled inspections of roofs, façades, membranes, and services help identify issues before they escalate.

Clear documentation

Maintain up-to-date records of survey plans, exclusive-use bylaws, and maintenance registers. These provide the foundation for defensible decisions.

Transparent communication

Communicate clearly with owners about why certain costs are allocated as they are. Education reduces resistance to levies and fosters cooperation.

Review of by-laws

Many schemes operate under outdated or ambiguous exclusive use by-laws. Periodic legal review ensures obligations are clear and enforceable.

Conclusion

In Queensland strata schemes, maintenance obligations are defined by a complex interplay of legislation, survey plans, and by-laws. The distinctions between common property, lot boundaries, and exclusive use areas are not always straightforward, yet they are

fundamental to effective scheme management.

Committees and strata managers who develop a strong understanding of their responsibilities—and act promptly to investigate and resolve defects—are better positioned to protect the long-term value of their scheme, reduce disputes, and ensure compliance with statutory obligations.

The challenge is not only to know where the boundaries lie but also to ensure that decision-making is informed, timely, and based on sound evidence. In doing so, bodies corporate can uphold their obligations while maintaining harmonious and financially sustainable communities.

Hynes Legal and Redchip Lawyers have united under one brand.

Hynes Legal, a leading name in strata law, is now operating as Redchip Strata Law – a division of Redchip Lawyers.

Redchip Strata Law continues its dedication to strata and management rights, with the same team of professionals you know and trust

Frank Higginson

Jodie Graham

Rob Lalor

30 years of strata evolution in QLD From paper trails to professionalism:

By Roland Franz, General Manager, Body Corporate Headquarters Strata Consulting Services (Qld)

Thirty years ago, strata management in Queensland was a quiet corner of the property sector—largely administrative and often misunderstood as a maintenance cost for unit ownership. The term ‘Body Corporate Manager’ conjured images of someone who sent levy notices, booked trades for repairs, and took minutes at meetings. Governance was informal; legislation was still maturing, and expectations of owners were minimal.

Fast forward to today, and the role of a ‘Body Corporate Manager’ has evolved into a multifaceted, high-pressure profession requiring legal literacy, financial acumen, strategic foresight, and emotional intelligence. As someone who began in real estate sales, transitioned into strata ownership and

boutique development, and now manages communities across the state, I’ve had the privilege and challenge, of witnessing this transformation firsthand. Following are some insights.

The early days: Selling the dream, navigating

the unknown

In 1987, my career began in real estate, selling strata-titled units in coastal developments in South-East Queensland. Strata was a footnote in the sales process. Buyers were drawn to lifestyle, affordability, and investment opportunity—not governance or legislation. Body corporate fees were not a big discussion point; they were largely misunderstood and generally not a significant consideration in the buying process.

The lack of transparency and understanding, reactive maintenance, and confusion around shared ownership and maintenance responsibilities was an issue experienced after the buying process. Selling the dream led me to buying in a strata community and then becoming a committee member, and eventually a small-scale developer of boutique schemes. This transition provided me with a unique insight into the strata world with each step in the property journey providing a greater understanding of strata and the limitations of the industry at the time.

The Body Corporate and Community Management Act (BCCM Act), introduced in 1997, was a game-changer. It formalised governance structures, clarified stakeholder roles, and introduced dispute resolution pathways. But even then, strata management

was viewed as a back-office, behind the scenes function greatly misunderstood.

The Shift: Complexity, compliance, and greater expectations

Over the past two decades, the strata sector has grown exponentially. As reported in Strata Community Association (SCA) Strata Insights Report 2024, Queensland now has over 52,000 strata communities (registered schemes) and more than 539,000 lots, representing around 13 percent of the state’s population. And the insured value of strata properties in Queensland alone exceeds $245 billion. This growth has brought increased scrutiny, rising expectations, and a demand for professionalisation.

Today, body corporate managers are expected to wear multiple hats:

Compliance advisor: Interpreting legislation, managing fire safety obligations, and ensuring WHS standards are met.

Financial analyst: Preparing budgets, facilitating cost comparisons, and guiding longterm maintenance planning.

Dispute mediator: Navigating interpersonal tensions, committee disagreements, and owner complaints.

Strategic facilitator: Supporting infrastructure upgrades, sustainability initiatives, and community engagement.

The administrative tasks haven’t disappeared—they’ve simply been joined by a host of professional responsibilities. And yet, the pricing model has remained largely unchanged. Many firms operate on razor-

thin margins, with profitability declining as workloads increase. Staff burnout and turnover are rising, and the industry risks losing experienced professionals unless expectations around service delivery and remuneration are recalibrated.

Wearing both hats: Owner and manager

Being both a body corporate manager and an owner in strata, provides a unique perspective. Personal experience provides education and understanding of the frustration of rising levies, the tension of committee disagreements, and the desire for transparency. Similarly, personal experience provides an understanding of the strain placed on strata professionals— the long hours, the emotional labour, and the challenge of balancing competing interests and personalities in a strata community.

Owners today are more informed and engaged than ever before. Digital platforms allow access to records, financials, and maintenance schedules at the click of a button. Legislative reforms have empowered owners with clearer rights and dispute resolution pathways. This is a positive development—it fosters accountability and community stewardship. However, these advancements, while beneficial, place significant pressure on body corporate (strata) managers—more pressure than ever. Owners often expect concierge-level service at legacy pricing. They want instant responses, tailored advice, and flawless execution—without recognising the resources required to deliver that level of support. If we want quality service, we

must be willing to invest in it. Otherwise, we risk undermining the very support structures that keep our communities compliant and functional.

Queensland’s strata communities face unique challenges

Ageing infrastructure: According to SCA Strata Insights Report 2024, nearly half of the strata buildings in Queensland are over 25 years old, requiring major capital works and compliance upgrades.

Climate resilience: Exposure to floods, cyclones, and other natural events demands robust insurance, emergency planning, and infrastructure renewal.

Sustainability initiatives: Solar panels, EV charging, and energyefficient upgrades are on the rise and come with their own unique complications and limitations for strata communities.

Staffing pressures: The industry is growing, but attracting and retaining talent and experience, is difficult without fair

remuneration and recognition.

Industry benchmarking and commentators reveal that while support staff in strata firms have increased, the number of full-time body corporate managers is in decline. This suggests the industry is losing experienced professionals and relying more heavily on junior staff. Without a pipeline to develop and retain senior managers, the industry risks losing its institutional knowledge and leadership capacity.

Technology and AI: Promise and pitfalls

Property management technology and AI are beginning to reshape the industry. From automated levy reminders to predictive maintenance tools, technology is streamlining operations. However, caution is the key to a quality experience— AI is only as good as the data and context it receives. In strata, where legislative nuance and site-specific factors greatly impact an outcome, relying solely on AI research can be misleading. If the wrong

question is asked or incomplete information is provided, the response may be inaccurate or even harmful. Human expertise remains essential for strata management and advice.

Looking ahead: A profession on the rise

The strata industry is evolving into a truly valued and vital profession. The SCA 2024 Australasian Strata Insights Report confirms that more than 4.2 million Australians now live in strata, with Queensland’s strata community sector continuing to grow.

The Queensland Government continues to review the BCCM Act and subordinate and other related legislation. Reforms around pets, parking, and committee conduct were recently enacted.

However, for the success of the strata industry and specifically the strata management sector,

economic reality needs to be addressed. The disconnect between service expectations and pricing must be resolved. Owners and committees must understand that quality strata management requires investment. Transparent pricing models and education around value will help reset expectations.

After more than 30 years in strata, from selling units to managing communities, I’ve seen the industry mature into something remarkable. It’s no longer just about buildings; it’s about people, governance, and community living.

The next chapter will undoubtedly be defined by collaboration, adaptability, and professional service standards. Strata management is not a commodity; it’s the cornerstone of community living. And for those of us who’ve walked the full journey, it’s a career built not just on property—but on purpose.

Does the difference between trust accounting and business still confuse you?

By Marion Simon, MLR Manager, Boulevard North Holiday Apartments

Last month we discussed trust accounting at some length, and I hope that article assisted you in some small way, putting your mind at ease.

This month, we will discuss business accounts and then summarise, at the end, the differences between a trust and a business account.

Now, picture business accounting as your personal piggy bank, the one you actually get to shake and spend. It’s everything related to running your own management rights business.

This includes:

• Administrative costs.

• Salaries and wages for cleaners, contractors or yourself.

• Linen purchase costs.

• Marketing.

• Software.

• Commission earned on bookings.

• Income from rental commissions.

Your business account is where your profit and loss statements live, where GST is tracked, and where your BAS (Business Activity Statements)

are filed. It's also where you declare your taxable income, because yes, even if your holiday guests pay in smiles, the ATO still wants its slice.

Helping me unravel this part of accounting were Isht Singh (Director and Accountant) and Edwin Arenas (Business Services Manager) from My Infinity Business Advisors (Myiba).

Isht, Edwin and their awesome team have been looking after our business accounts and taxes, and our personal taxes for the past four years.

When I asked the Myiba team for a summary of what business accounting is, they said:

Business accounting is the process of recording, classifying, and reporting financial transactions.

It provides owners with essential insights into profit, cash flow, and financial health.

Accurate bookkeeping forms the foundation for good accounting and decision-making.

Financial reports such as the balance sheet, income statement, and cash flow statement are key outputs.

Accounting helps ensure compliance with tax obligations and government regulations.

It supports budgeting and forecasting, guiding future growth strategies.

The major errors that appear to be made are:

Failing to separate personal and business expenses, which could create confusion and tax complications.

Not reconciling accounts regularly, which leads to errors and missed discrepancies. Ignoring cash flow management, leaving businesses short on liquidity, even if profitable on paper.

Not adhering to the timelines set out by the ATO (Australian Tax Office).

It was also noted that good accounting builds trust with investors, lenders, and stakeholders by showing transparency and control. To minimise errors, use a bookkeeper where possible to manage the input data for the accounting program that you use. This prevents incorrect posting and simplifies the procedure. Work as a cohesive team with your accountant and remember they do not make the rules—only apply them!

Choose your accountant carefully. Look at reviews and ask for references. If

the accountant has specific experience in the same industry as your business, this makes it a lot easier.

Sometimes trying to understand the difference and where the line is drawn can feel blurrier than a Sunday morning after too many espresso martinis.

For example, if a guest pays $150 for cleaning and you pass $120 on to your cleaner—the $150 sits in your trust account until paid out. Your commission or margin ($30) then moves to your business account.

You might charge $50 for linen but outsource it at $40. Again, the $50 goes to the trust account, and the $10 profit goes into your business account after the transaction clears.

You pay a plumber $200 for a unit repair. That’s an owner’s expense managed through the trust account, even if you organised and oversaw the work.

Don’t allow yourself to get overwhelmed. Once you have reliable, experienced trust and business accountants in place, work with them. The trust account is like the heartbeat of your management rights business, keep it steady and the whole body thrives.

Business accounting is like the other organs of the body

The business of balance:

Why great managers lead with both head and heart

By Sam Steel, Co-Founder, Resly

Strong management rights operators know that success isn’t just about running properties—it’s about leading people.

In the world of management rights, success has always relied on two things: strong business acumen and a genuine connection. You can have the sharpest systems, the best marketing strategy, and a spotless property, but at the end of the day, people make the difference—the guests who stay, the owners you represent, and the team that stands behind you.

Over the years, I’ve seen that the best operators are the ones who find balance. They run their business with their heads but lead with their hearts.

Adapting to a changing industry

The management rights sector has evolved rapidly. Technology

– it supplies blood flow to the heart. They are interconnected and should work in harmony.

Running a management rights business is like being a superhero in thongs. You manage guests, owners, cleaners, and spreadsheets,

Management rights isn’t just a business model, it’s a partnership between people

is streamlining operations, owners and guests expect more transparency, and regulations continue to shift. Yet, amid all the change, one thing has remained constant: the value of good management.

Great managers are problemsolvers, marketers, and community builders all in one. They’re the ones who know every guest’s favourite room, every owner’s long-term goal, and every local supplier by name. That personal touch—the kind you can’t automate—is what keeps management rights businesses thriving.

More than just tech

At Resly, we’ve always believed that technology should support people, not replace them. From day one, our focus has been on understanding our managers and their teams—how they operate, what challenges they face, and where we can make a real difference.

We’ve positioned ourselves as more than just a tech provider. We invest in the right

often all before breakfast. But understanding the split between trust accounting and business accounting could be the diff erence between fl ying high and flopping hard.

Important Disclaimer: This article is general in nature and

people to carry this through every interaction—people who genuinely care about the relationships behind the business. We know that when our managers succeed, their communities do too.

That’s what drives every decision we make at Resly: helping operators work smarter, communicate better, and deliver exceptional guest experiences without losing the personal connection that defines our industry.

Investing in people, not just properties

Too often, we focus on physical assets—refurbishments, upgrades, maintenance plans— but forget that the actual asset in this business is people: your team, your contractors, your owners, your guests. The managers who take time to train staff well, communicate clearly, and build trust are the ones who create long-term value.

A well-managed building doesn’t just run smoothly; it feels different. Guests notice.

for informational purposes only. It does not constitute financial, legal, or accounting advice. Please consult with a qualified accountant, lawyer, or financial adviser to understand your obligations and tailor solutions to your individual circumstances.

Owners notice. And that’s what drives reputation—the currency of our industry.

Leadership that builds legacy

Rico and I often talk about how management rights is, at its core, a people business. The numbers matter, but leadership is what makes it sustainable. Good leaders aren’t just chasing short-term gains; they’re building relationships that last. Whether you manage a 20-lot complex or a large resort, your influence shapes the culture of the community around you. It’s a role that demands patience, empathy, and resilience—but also vision.

Looking forward

As our industry continues to grow and evolve, the most successful operators will be those who embrace innovation without losing the human touch. Technology will keep helping us work smarter, but leadership will always come down to the basics: communication, trust, and care.

At the end of the day, management rights isn’t just a business model; it’s a partnership between people. And the stronger those relationships are, the stronger the industry becomes.

Remember if you have any information you would like to share, subjects you would like researched, or management rights yarns you would like to tell, please e-mail me marion@ boulevardnorth.com.au

Still relevant, still powerful

By Kelley Rigby, Unit and Townhouse Sales Specialist , Rigby Property Group

The old saying “nice guys (and girls) finish last” feels more outdated than ever—especially in business. And yes, here I am again, right before the end of the year, spruiking the power of kindness. As we edge closer to Christmas, it’s a message worth repeating. I know I wrote something similar back in 2022… but hey, it’s an oldie and a goodie.

There’s something about this time of year that invites reflection. We slow down (a little), reconnect, and remember what really matters. And in business, that means leading with empathy, listening with intent, and showing up with genuine care.

In my (rare) spare time, I listen to a wide range of podcasts featuring successful and inspiring entrepreneurs. Across countless episodes, one theme consistently

When we lead with empathy, we open the door to connection, trust, and better outcomes

emerges: empathy, gratitude, and kindness aren’t just soft skills— they’re strategic advantages. I know some of you might disagree (my husband certainly does), and that’s okay. But I’ve seen firsthand how compassion can transform relationships and outcomes.

My hope in sharing this is to encourage you to look a little closer, listen a little deeper, and—yes—throw a little honey on it. Because as the saying goes, you catch more flies with honey than with vinegar (I think that’s how it goes!).

One practice I recommend to my clients is simple but powerful: once a quarter, or at least twice a year, call every owner in your

complex just to ask how they’re doing. It might sound like a business tactic, but it’s what you do with the information that makes all the difference.

A story that stuck with me

Back in 2020, a manager friend asked me to help rally support for an upcoming AGM. It was a big one—they were seeking a top-up and approval for major renovations. As we reviewed the ownership list, one name stood out. This particular owner had a reputation for being curt and openly critical of onsite managers. Naturally, she was my first call.

She answered with a tone that could cut glass. She was living in Victoria at the time, so instead of diving into the pitch, I simply asked, “How are you going? How’s lockdown been?”

That one question shifted everything.

She shared that it had been incredibly tough. Her elderly mother, who lives with her, suffers from severe dementia and can become aggressive. We spoke for half an hour—about life, stress, and resilience. We didn’t even mention the AGM.

After the call, the manager and I sent her a small hamper with a note: “You’re doing a great job. Our team is here if you ever need anything.” No agenda. Just kindness. She ended up approving all motions at the AGM and has been a supporter ever since.

The takeaway

I’m not suggesting you spend thousands on gifts. Sometimes, all it takes is a genuine “How are you?” to make someone’s day—to show that you care enough to ask, and to listen.

Call me optimistic, but I believe that behind every rude, abrupt, or cold interaction is an untold story. And when we lead with empathy, we open the door to connection, trust, and better outcomes.

Kindness and compassion in business don’t just feel good—they work.

Soft expedition: Getting away from large cruise ship crowds

By Stephen West, Business Development Manager, Interline Travel

In a world increasingly drawn to adventure, there’s a growing desire to explore the unknown without sacrificing comfort or sustainability. That’s where soft expedition travel comes in, a style that blends the thrill of discovery with thoughtfully curated, accessible experiences. For travellers seeking the perfect balance between adventure and ease, soft expeditions offer immersive voyages that are both enriching and approachable.

What is soft expedition travel?

It isn’t about scaling remote mountains or trekking through uncharted jungle. Instead, it’s designed for curious travellers who want to experience nature, culture, and history up close, without needing specialist skills

or intense physical exertion. These journeys are led by expert guides and focus on meaningful, small-group explorations, with activities like guided hikes, Zodiac landings, wildlife spotting, and cultural exchanges.

It’s perfect for those who crave authenticity and adventure but also appreciate a glass of wine and a warm bed at the end of the day.

A different way to explore europe

While Europe might not immediately conjure images of expedition travel, the continent is filled with opportunities for soft adventure. Itineraries often include rugged Scottish isles, dramatic Icelandic fjords, remote Atlantic archipelagos like the Azores, and the ancient coastlines of Iberia and Scandinavia.

Take, for example, a British Isles expedition: sailing from Dover to Edinburgh, with stops in the Isles of Scilly, the Hebrides, and the Orkney Islands. One day you might visit a 5000-year-old Neolithic village; the next, watch puffins dive off sea cliffs. Or you might journey to the Arctic edge of Norway, where the midnight sun keeps the landscape glowing even longer.

One of the highlights of soft expedition cruising is the use of Zodiacs (sturdy inflatable boats) that allow you to land where larger ships can’t. These excursions let you step onto remote beaches, get close to seabird colonies, or cruise alongside glacial walls. And because these are soft expeditions, there’s always a choice: join a photography walk, take a cultural tour, or simply enjoy the scenery from an observation deck.

My recent voyage

I’ve just returned from an unforgettable itinerary that started in Hamburg, Germany, followed the European side of the English Channel, and finished in Lisbon, Portugal. It was a refreshing alternative to traditional cruises—no casinos, no stage productions—just a deeper understanding of ocean ecology and inclusive excursions at every port. The focus was on connection: with nature, with local communities, and with fellow travellers. We visited small towns instead of major cities, and there was more direct interaction with local culture and activities.

Sustainable by design

Sustainability is a key component of soft expedition travel. Many modern ships are hybridpowered or built to reduce emissions significantly. Singleuse plastics are avoided, and operators work closely with local communities to ensure tourism supports rather than disrupts traditional ways of life.

One of the most inspiring aspects is the integration of science. Passengers often have the opportunity to take part in citizen science projects—such as seabird surveys or plankton sampling, which contribute valuable data to global research. On our voyage, we sampled water in harbours to detect pollution levels. Even the room key lanyards were made from recycled fishing lines.

Travel that transforms

Soft expedition cruising isn’t just about where you go, it’s about how you experience the journey. It invites you to listen, learn, and connect, whether with the environment, the past, or your fellow travellers. It’s for those who don’t just want to see the world, but to understand it.

If you’re seeking a European escape that’s as adventurous as it is comfortable, soft expedition travel might just be your next great story.

Industry discounts available

Interline Travel offers substantial discounts on Arctic, Antarctica, European, and Galapagos sailings—up to 65 percent off for industry staff.

Images courtesy Interline Travel

The Best of Tourism Awards:

A night of legacy, laughter, and community

By Sam Steel, Co-Founder, Resly

Celebrating the remarkable achievements, connections, and promising future of our industry, the fourth annual Best of Tourism Awards Gala was more than just an evening of glitz and applause—it was a powerful reminder of what makes our industry truly special: our people, our community, and the connections that bring us together.

On the night, we celebrated an inspiring group of winners and finalists who embody everything great about tourism: innovation, resilience, and a genuine passion for creating unforgett able experiences. Each award represented not just an individual or a business, but the collective eff ort of an industry built on care, creativity, and community spirit.

The winners

One to Watch Award

Sponsored by Holmans

Winner: Hannah Buchanan

Innovation Award

Sponsored by Good to Book

Winner: Dan de Witte

Manager of the Year

Sponsored by Protect Group

Winner: Adam Forsythe

Business of the Year

Sponsored by RoomPriceGenie

Winner: Nuve Escapes

When Marisa and I were brainstorming about this event four years ago, we never would have thought it would become what it is today. It’s an event that Resly has been very passionate about, and this was the first year we completely sold out of tickets—max capacity! I don’t know how we’re going to top it next year. It just keeps gett ing bigger and better, so watch this space.

A night to remember

This year also marked a special milestone with the launch of our very first Legacy Honour, awarded to Sue Fairweather of ULTIQA—someone everyone in our industry knows and loves. Sue has been a driving force and a mentor to so many, and it was an absolute pleasure

Female Leader Award

Sponsored by Switch Hotel Solutions

Winner: Lauren Heys

Industry Ally Award

Sponsored by PriceLabs

Winner: Matthew Rose

Community Spirit Award

Sponsored by Booking.com

Winner: Cheree van Wijk

Legacy Honour

Recipient: Sue Fairweather

to recognise her incredible contribution to management rights and tourism as a whole.

The room was full of great vibes—positive energy, laughter, and genuine excitement for what’s ahead. You could feel the sense of pride and optimism radiating from every table. If that’s a reflection of the future of our industry, then we’re in very good hands. The energy in that room showed just how strong and connected our management rights community truly is.

Our industry at its best

Every nominee and finalist deserves to be celebrated. Whether you walked away with a trophy or simply took part, you’ve contributed to raising the bar for what excellence

in tourism looks like. From boutique operators and familyrun resorts to large-scale att ractions and community initiatives, the dedication and passion on display were nothing short of inspiring.

Rico and I have always held our management rights industry very close to our hearts. They helped us a lot in the early days when we were launching and creating a space like this for our industry to celebrate and gather is such a wonderful thing. Seeing everyone come together—from all parts of the tourism and accommodation world—is a real testament to the strength and unity of this community.

Looking ahead together

As we reflect on another extraordinary gala, let’s carry that spirit of connection and collaboration into the year ahead. Our industry thrives on the relationships we build, the communities we support, and the experiences we create together.

Here’s to our winners, our finalists, and everyone who continues to make this industry such a vibrant, welcoming, and resilient community. Your dedication and passion are what make nights like this so special. Because in the end, while awards celebrate achievement, nights like this celebrate us all—the people who make tourism what it is.

Management rights in focus

By Darren Brent, Managing Director, Property Bridge

Property Bridge’s Bobo Qi hosted our management rights seminar in conjunction with Leo Li from Q & T Accountants and Jeffrey Su from SPG Lawyers.

We were honoured to bring together nearly a hundred passionate attendees—from experienced managers to new talent and aspiring entrants eager to learn and engage.

It was especially heartwarming to see participants who flew all the way from Sydney just to join us, demonstrating how dynamic and promising our industry has become.

The atmosphere was electric— full of energy, insights,

and genuine connection.

The Q&A session was so engaging that we ran half an hour beyond schedule, yet no one wanted to leave!

This event reminded us why we love what we do. It’s not just about the business—it’s about the people, the growth, and our shared passion.

We are deeply thankful to everyone who joined, contributed, and made this event such a success, including Selina Zhong and Ken Weng from Property Bridge.

Together, with the support of the Australian Resident Accommodation Managers Association (ARAMA)— the industry’s trusted custodian—we are all shaping a stronger, smarter, and more connected management rights community.

NEW MANAGER PROFILE

Snowy River Holiday Park, Dalgety NSW

Robyn, to the beautiful Snowy River Holiday Park, Dalgety, located on the famous Snowy River.

SALES REPORT

MOTELS & OTHER

Paradise QLD

Very Secure Mixed Business ID: 9062

Asking Price: $2,138,000

Net Profit: $273,000

Gerard Dixon 0433 617 515

QLD

Mixed Letting Management Rights ID: 7985

Asking Price: $980,000

Net Profit: $100,987

Bill He 0439 288 960

Brisbane QLD

Permanent Management Rights

Asking Price: $1,300,000 Net Profit: $227,333

Bill He 0439 288 960

9214

Waters QLD Permanent Management Rights ID: 9207

Asking Price: $1,630,000 Net Profit: $201,948

Phil Trimble 0418 478 966

Surfers

Surfers Paradise

Currumbin

Your Management Rights Experts

At Hotel Resort Sales, we specialise exclusively in management rights sales. With years of industry experience, we know what it takes to achieve premium results. Whether you’re selling a single complex or acquiring a large portfolio call us today to have a chat.

Proven track record in permanent, holiday, and mixed-use management rights, in-depth market knowledge and personalised service. Strong network of qualified buyers and industry professionals. Confidential, strategic, and results-driven approach.

When you’re entering the industry or ready to sell, Hotel Resort Sales is the partner you can rely on.

Holiday Beachfront Location

Generating a net return of over $400k. Recently refreshed with a full building repaint, this complex is further enhanced by a stylishly renovated, open-plan 3-bedroom manager’s residence, providing the perfect balance of lifestyle and income in one exceptional package.

Craig & Rebecca Johnson

Family focus and fresh starts:

Out of the gate & into resort life at Talisman Apartments

By Mandy Clarke, Editor

For years, the roar of the racetrack defined the rhythm of Tim and Andie Butt and their family’s lives. From chilly early mornings with racehorses in the Christchurch winter to the high-stakes energy of race days, their world revolved around precision, teamwork and relentless dedication.

But after decades in the horse racing industry, Tim and Andie, together with two of their children, daughter Kate and son Riley, began to dream of a new kind of challenge—one that would allow the family to work together, stay handson and build something they could nurture and grow.

That dream led to the Gold Coast and, ultimately, to Talisman Apartments in Broadbeach, where the ocean views stretch on forever and the sea breeze feels a world away from the racetrack’s pace.

The family only took over the management rights in October 2025, and while the change

has been a whirlwind, their enthusiasm is unmistakable.

“It’s been an incredible start,” says Andie. “There’s a lot to learn, but we already feel like part of something special.

Talisman has such beautiful energy, and we’re proud to be part of its next chapter.”

From horsepower to hospitality

The Butts’ story begins in Christchurch, New Zealand, where hard work and horses were part of daily life. Both Tim and Andie come from backgrounds deeply rooted in

“Congratulations Tim, Andie and Kate. Paul, Josh and the whole MPF team are delighted to have been of assistance with the finance for Talisman Apartments. We wish you all the best for the future”

the racing world. Tim managed stables, trained horses and built a reputation for excellence grounded in discipline and care—all while he and Andie raised their four children.

“Horse racing teaches you structure, commitment and the importance of relationships,”

Talisman Apartments Broadbeach

Tim reflects. “It’s a world that demands consistency, but it also rewards heart and intuition. Those lessons stay with you.”

Their daughter Kate grew up surrounded by that world. While the family focused on training and operations, she gravitated toward people and communication, skills that now shine in her guest services and marketing role at Talisman.

“We’ve always worked together in some way,” Kate says. “It made sense to keep doing that in a space where we could build something lasting.”

Son Riley remains deeply involved in horse racing, continuing the family’s legacy in the industry, but he is now also a silent partner in the management rights venture—investing not only in the business but in his family’s shared future.

When the family began looking for their next chapter, they knew they wanted a business that offered both flexibility and longevity. Management rights ticked every box. And as luck (or perhaps fate) would have it, the opportunity at Talisman appeared at just the right time.

A full-circle opportunity

Broadbeach was already woven into their family’s story. “We used to escape the freezing winters and come here for holidays,” Andie recalls. “We’d always stay in Broadbeach, race at the old Parklands track, and enjoy everything the area offered. So, when Talisman came up, it felt like everything had come together.”

The sale itself, however, was far from straightforward.

That’s where Hotel Resort Sales, led by Craig and Rebecca Johnson, came in.

Craig recalls one of the most distinctive sales he’s handled in recent years.

“The management rights were originally marketed as an equity-based active manager share, with silent investors not planning to sell,” he explains.

“After working extensively with the Butt family over several months, I introduced them to Talisman and they immediately fell in love with the property.

Recognising the opportunity, I approached all partners to explore a complete sale.

“What followed was a careful and collaborative negotiation that resulted in a whole-building transaction—a win-win outcome delivering an exceptional result for both buyers and sellers.”

The Butts describe the transaction as detailed but ultimately rewarding.

Today, Tim, Andie, Kate and Riley share equal ownership of the business—a true family enterprise built on trust, shared values and complementary skills. They credit the expertise and teamwork of everyone involved in bringing the sale together.

“We surrounded ourselves with good people,” Andie says. “That made all the difference.”

From their very first meeting, they knew they were in capable hands with Craig and Rebecca.

“They were fantastic from day one,” says Andie. “They took the time to understand our goals as a family and never made us feel like just another transaction.

“Their approach was personal, transparent and incredibly

Leaders and experts in Management Rights

proactive. No question was too small, no challenge too hard. They were always one step ahead, guiding us through the journey and keeping every party aligned. It was refreshing to work with professionals who genuinely cared about achieving the best outcome for everyone.”

The family also speak highly of their wider support team, describing each as instrumental in navigating the complexities of an equity-based management rights purchase.

“Having the Mike Phipps Finance team behind us was a huge advantage,” says Tim.

“The

—

Tim, Andie, Kate and Riley Butt, Talisman Apartments, Broadbeach

Kate, Andie and Tim

“Their experience and understanding of management rights finance gave us real confidence at every stage. They were efficient, reassuring and made what could have been a stressful process feel seamless.”

Paul Grant Senior Finance Broker at Mike Phipps Finance shares their enthusiasm.

“It was a pleasure to work on this transaction for the loveliest of clients,” he says. “We were able to match the buyers with a highly supportive lender off ering very competitive finance terms.”

Fellow Senior Finance Broker Josh Haylen agrees. “This transaction was one of the smoothest I’ve worked on in quite some time, and I think that speaks volumes about the buyer’s character and the calibre of the professional team involved,” he says.

Equally, the accounting and legal teams provided expert guidance and steady support.

“Sam Hodgett s from McAdam Siemon was brilliant—thorough, calm and always on hand

The family only took over the management rights in October 2025, and while the change has been a whirlwind, their enthusiasm is unmistakable

to explain the finer details. He ensured that everything stacked up from a business and financial perspective,” says Tim.

“And the Flood Legal team were just as exceptional. Their attention to detail, communication and professionalism meant we never felt out of our depth.”

Reflecting on the journey, the family agree that the collective expertise and integrity of everyone involved turned what began as a complex, multi-party negotiation into an experience defined by trust and collaboration. “Every professional we worked with brought something valuable

to the table,” says Andie.

“We never felt alone. Everyone worked together with such care and precision that, by sett lement, we felt completely confident we were making the right move.”

“It was more than just a sale,” adds Tim. “It was a partnership from start to finish.”

Despite the complexity of the transaction, the handover itself went remarkably smoothly. “Every transition comes with a learning curve,” says Andie, “but we were fortunate that the outgoing managers had implemented excellent systems, which made the process

much easier. Everyone was motivated to finalise the deal quickly. We aimed for a 90-day turnaround, and we achieved it.”

Life at Talisman

Talisman Apartments sits right on the beachfront, a commanding white tower gazing out over the Pacific Ocean. Each apartment enjoys uninterrupted ocean views, and the property’s long-standing reputation for warmth and community deeply appealed.

“It’s not just a resort. It’s a home,” says Kate. “We want guests to feel that from the moment they arrive.”

The commanding white tower: Talisman Apartments

The family live onsite, and each member has naturally fallen into their role within the business. Tim looks after the grounds and maintenance, keeping the property immaculate and the gardens thriving. Andie manages the day-today operations, making sure everything runs smoothly behind the scenes. Kate focuses on communication, guest relations and marketing. Based on the Sunshine Coast, Riley remains involved as a silent partner, lending ideas and insights from afar.

“Each of us has our strengths,” Andie says. “That balance allows the business to run seamlessly. We trust one another completely, which makes it work.”

The family dynamic is one of collaboration and mutual respect. “We play to our strengths,” Kate explains. “Dad is calm and strategic, Mum is structured and organised, I bring energy and creativity, and Riley off ers a valuable outside perspective.”

Andie adds that their other children, daughter Leah and her husband Chris, along with their older son Rhys, are all pursuing their own passions overseas.

“We’re extremely proud of all of their achievements,” she says.

Vision for the future

The Butt s’ ambitions for Talisman are clear. They aim to elevate both the guest experience and the property’s profile while maintaining its welcoming, community feel.

“Our vision is to build on what already makes Talisman

unique,” says Kate. “We want to modernise the infrastructure, refresh the gardens and enhance the facilities so that the building continues to be one of Broadbeach’s most loved properties.

“It’s about creating memorable stays. Every interaction matters—whether it’s a warm greeting, a thoughtful recommendation or ensuring every room is spotless. We want Talisman to stand out not just for its views, but for the heart behind it.”

She adds: “With new branding already rolling out, the vision is starting to come to life.”

From tracks to tides

Moving from the intensity of horse racing to resort management life may seem like a leap, but for the Butt family, the values are surprisingly similar. “Both worlds rely on consistency, timing and care,” Tim explains. “In racing, you’re responsible for every detail of your stable and horses. Here, it’s every guest and every owner. The stakes are diff erent, but the pride is the same.”

Their days still begin early, but instead of dawn trackwork, mornings now start with ocean sunrises and the sound of waves. “It’s still busy, but it’s a diff erent kind of busy,” Andie says with a smile. “And there’s definitely more sunshine.”

When they do get time off, they enjoy simple pleasures— family dinners, a punt on the races and exploring the local dining scene. Their children visit from overseas whenever possible, keeping

the family connection strong.

Building community, one stay at a time

For the new managers of Talisman Apartments, success isn’t just measured in occupancy rates or financial results. It’s about creating an environment where a family can work and invest together, where guests feel welcomed, where owners feel proud, and the local community recognises Talisman as a trusted and

thriving part of Broadbeach.

“We want people to leave with memories,” says Andie. “When guests check out smiling and tell us they can’t wait to come back, that’s what makes it worthwhile.”

The same commitment and teamwork that fuelled their racing success now propel the family’s next chapter. At Talisman Apartments, Tim, Andie, Kate and Riley are already finding their stride.

Andie and Tim

Tim and son Riley

• Buying and Selling

• Off-the-plan Procurements

• Assignments

• Preparing/Negotiating Agreements

• Varying Agreements incl. Top-ups

• Unlinking Manager’s Lot

• Dealing with RANs

We work across all areas of Management Rights law including: Visit our website for webinars, resources and information to help you navigate the management rights maze! strata.redchip.com.au