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ROBERT WEINBERG could tell you why Percel Inc. has become one of the most respected names in Ontario property management, but as is way at his firm for the last 40 years, he’d rather show you. As President of what he once aptly-coined a “boutique-styled firm”, Weinberg has built Percel’s reputation on promoting results over promises, and delivering genuine value for a diverse range of condominium clients. Of course, it helps that Weinberg himself hails from a family of property management leaders and has accrued over 35 years in the business, backed by an MBA from the Schulich School of Business, Canada’s top ranked post-graduate business school. Yet while Weinberg’s resume is surely key to Percel’s success, he’ll be the first to insist that the company’s achievements have not been earned alone: “Our success and longevity is due to the effort

of every single member of our Percel family and their adherence to our strict ethical principals in the servicing of our clients.” Those combined efforts have made Percel one the most sought after names in the property management community. Today, the privately-held family company serves over 80 corporations in and around the Greater Toronto Area from its Concord, Ontario Head Office, and operates a regional office in Collingwood to service the Georgian Triangle and Muskoka Regions. Every client under its banner profits from a suite of customizable property management expertise ranging from financial management to full-service

property management. Offerings for the latter include complete oversight of physical property maintenance, general property administration, reserve fund consultation, financial management, and all general monthly property reporting. These extensive services notwithstanding, it’s the company’s focus on teamwork, industry stewardship, and maintaining the highest industry standards that have driven the Percel growth since it was founded by Weinberg’s father, Percy Weinberg, in 1976. Now celebrating its 40th anniversary, that focus has been sharpened by multiple expansions and its September 2015 merger with Sherwood Park Property Management. SUPPLEMENT TO CONDOBUSINESS 3

“Out of the Percel team, we have very little employee movement. Employees have worked for Percel for 20-plus years, 15-plus years and, until very recently, we even had a 30-plus year employee. This is a great testimony to the team Robert has put together.” - Andrew Nyman, Percel Regional Vice President

“I was looking for a compatible company to merge into, and Percel turned out to be a great match in every way,” recalls Stan Moneta, owner of Sherwood Park Property Management and Percel’s freshly minted Executive Vice President. Like Weinberg, Moneta grew up in a construction family where he learned the ins and outs of the industry at an early age from his father. Backed by an MBA and an Engineering degree, he joined the Sherwood Park family business in 1981, eventually assuming the top position and, in 2015, aligning it with what Moneta saw as an ideal industry partner. “What drew me to Robert and his team was Percel’s culture, its service philosophy, integrity, experience, and its resolve to doing a job well and protecting the roof over people’s heads. Those reasons are what convinced me to merge into Percel, and are exactly why I’m here,” he recalls. The merger marked the latest in a long line of milestones that have helped Percel flourish. Another was Percel’s expansion into new community development, which was a natural result of its construction heritage. It began with birth of the company back in 1976, when company founder Percy Weinberg was initially employed by the developer of a 427-suite high-rise complex, which eventually became his first condominium management client. Over the following decades, Percel’s development experience grew alongside its understanding of the nuances related to new construction. Combined with the company’s financial planning expertise, its team went on to assist a wide range of developers create communities in which owners are proud to call home.

Percel’s construction consultation experience has also made it an easy fit for the many developers who have partnered with the firm on developments throughout the province. “By having us design the initial budgets and including us in pre-development production meetings, we can provide insight that will help them with specific designs and services to enable their finished community be the jewel they intended while ensuring that new owners will receive the level of physical maintenance and financial stability required for a successful community,” says Weinberg. Further setting Percel apart from the competition is its emphasis on serving clients in a fair, equitable, and down-to-earth manner. These values are informed by Weinberg’s current roles as a Director and Treasurer of the Association of Condominium Managers of Ontario (ACMO) and Chair of both its Ethics Committee and its Certification and Standards Committee. Together, these undertakings give Percel the foresight and perspectives needed to keep it ahead of industry developments and its staff aligned with the highest ethical standards. “I know that for me and many of my colleagues in our chosen profession, it is more than a professional responsibility but a moral obligation to provide optimum service,” says Mary Thorne, a Senior Condominium Manager with Percel. “This wellestablished principle has guided me through my over 20 years of employment at Percel, and guided Robert’s exceptional service to ACMO and his focus on pioneering the Licensing of Condominium Managers, which will now become reality with the new Condominium Owners Protection Act.”

A LEGACY OF EXCELLENCE There’s a lot of history behind the Percel name. After years in the property management field, Paul (Percy) Weinberg and his wife Eleanor founded Percel in 1974, and two years later turned it into a fully-realized residential condominium management company. Its first contract, a 427-unit luxury high-rise condominium would soon be joined by other clients throughout the GTA, earning Percel a prominent role in the (then) burgeoning condo management market. In 1981, Percy’s son, Robert, joined the company as a property management trainee. Those early years saw Robert take on duties at a stacked townhouse condominium complex near Toronto’s Victoria Park and contribute to the development of the company itself. In 1991, he became Vice President, and in 1993 received his Professional Associate of the Canadian Condominium Institute (ACCI) designation. Shortly after becoming a registered condo manager (RCM) from ACMO in 1995, he took over as President in 1998 upon the passing of his father. “I always consider this to be my dad’s company; he’s the one who started it, and he’s the one who sweated over it,” reflects Weinberg. “I’m proud of what I’ve been able to do – to have kept it going, to have grown it, and to see Percel become an important player in the marketplace.” That pride is shared by many of Weinberg’s team who have grown with the company. That includes Senior Condominium Manager Mary Thorne, who offers, “Robert Weinberg continues his father’s legacy to this day with positive substantial growth of the number of condominium corporations managed in and north of the GTA and the qualified expertise that Percel continues to provide.”

“Percel brings honesty, integrity, awareness of standard changes, upgrades in systems and we find them to be already familiar with the pending legislation ... they always consider our corporations’ needs first.” - Helen Toliver, Director, MTCC 1344, The Atrium on Queens Quay

MEASURED GROWTH Percel has come a long way since Weinberg assumed the presidency in 1998. In the last 5 years alone, the firm’s client list has doubled, and the units under its management has rocketed from 3,800 units to over 7,000. Percel’s new construction focus has also expanded. Today, the company enjoys ongoing partnerships with nine community developers throughout Ontario, representing 12 new communities with almost 3,000 units in various stages of construction. For these, it provides budgeting, design, and planning services that ensure the long-term prosperity of their communities. What’s more, the company’s growth resulted in the creation of a regional office in Collingwood, Ontario where Percel’s Regional Vice President, Andrew Nyman, works alongside Regional Manager Pamela Wright to bolster the company’s northern presence. “We have been managing luxury condominium corporations in the Collingwood area for the past five years, and although we were based in Concord, Ontario for most of that time, in 2015, Percel opened a regional office in Collingwood at 393 First Street to better serve our growing portfolio in the area,” explains Nyman, an RCM and industry veteran who joined Percel in 2009. “Taking the experience from the GTA portfolio and bringing that experience to Collingwood will provide superior service to our clients now and in the future.” 6 PERCEL INC.

LOYALTY FROM WITHIN Trust, training, and ongoing mentorship. These are what Percel provides every professional who joins its ranks; and it’s these offerings that have created one of the most active, skilled, and loyal teams in the business. “Coming to work is enjoyable; no one is standing over your shoulder asking you if you did this or that. As long as you’re doing your job, you’re left alone because there’s that trust where they know you’ll get the job done,” says Shabnam Jamuar, Percel Controller and Office Manager. She adds trust goes both ways within Percel’s halls, noting, “That’s what makes our staff special – they’re loyal. Because of the trust given to them, they’re willing to put in the extra hours or whatever is needed to make sure the job gets done and always be attentive to their customers.”

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Percel’s growth is also owed to its success on a number of past and ongoing developments. Among the highlights include its extensive pre-construction work on the Beverly Hills Condominiums at Yonge Street and 16th Avenue, a project boasting 927 luxury suites and 45 commercial units which is on track to becoming the largest condominium corporation in York Region. “The developer is so pleased with the work we have done for them on several past projects that they even included our involvement as property manager

as one of the top 10 reasons an owner should buy there. That was a first for us, as the property management company is generally not listed as a construction consultant,” adds Weinberg. Other new projects on the books include an upcoming lakefront senior lifestyle resort community in Jackson’s Point; hotel condominium corporations on Lake Muskoka and at Wasaga Beach on Georgian Bay; and multiple developments in downtown Toronto, Thornhill, Richmond Hill, Tottenham, and Beeton.

“We’re going through tremendous growth,” observes Shabnam Jamuar, Percel’s Controller and Office Manager who has also actively participated in the company’s growth over her 17-year tenure on the team. “We continue to bring on more corporations, offer better technologies, and add more staff; everything we need to do to ensure we maintain the highest standards. We have seen a significant increase in the number of requests for proposals and new developers contacting us to work on new developments, so I have no doubt we will continue to

follow Robert’s core goals and overall business plan which is based on our calculated growth.” No doubt, Percel’s team is far from idle. Yet as much as growth is part of the company’s strategy, so too is doing so with balance. Says Nyman: “Our business plan has always been to slowly grow the company to ensure we can properly manage the sites we are awarded contracts with ... With growth comes change and the challenge of maintaining current clients and giving new clients the highest level of service available.”

TECH SAVVY Technology plays a influential role in today’s property management industry, whether it’s used to enhance communications, coordinate projects, or keep owners, directors, and stakeholders on the same page. This is why Percel has made it a priority to provide both their staff and their clients with the most cutting-edge tools. From instant communication systems to integrated accounting management tools, and online databases to tailor-made websites, Percel understands the value of investing today in tomorrow’s tech. “At a click of a button, we are able to provide online service to our valued clients including web-based service requests, amenities bookings, parking permits and reporting to meet the special requirements of individual condominium corporations,” explains Mary Thorne, Senior Condominium Manager, noting, “My colleagues and I are available 24/7 for our clients. This comes with an unwavering backbone of support, whether it be from a fellow property manager or office staff.” Percel also works with its clients to ensure their properties are being protected and managed by the most effective systems. To that end, it was one of the first property management companies to bring in outside web development experts to create highly-interactive and customized property websites. “We believe in giving clients these kinds of tools, and the added benefit is that these electronic resources save them money on mailing and allow them to archive important information forever on their own system,” explains Weinberg.

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“We were put in a very difficult position due to the financial failure of our original developer. Fortunately, I was able to connect with Robert Weinberg who was able to immediately help us with our unique situation as we had to not only operate the condominium corporation but also the hotel, restaurant and spa. He was instrumental in dealing with the owners, creditors, suppliers, staff and the developer’s bank ... If it wasn’t for Robert it would have been very difficult, if not impossible, to continue operating until we were able to raise sufficient funds to pay all of our debts.” - Lloyd Rubinoff, President, M.S.C.C. No. 66

Weinberg has championed this philosophy since the day he decided to continue his father’s legacy all those years ago. And while he initially insisted on keeping the company as a small boutique-service organization, Weinberg has

modified his goals and organizational structure over the years to permit measured growth while honouring the service standards he developed and continues to foster within every member of his team.

Thanks to this measured approach, Percel has remained in solid standing with its clients; some of which have been with Percel for decades. “We currently manage high-rise buildings that have been in our portfolio for as long as 25 years and townhouse corporations for 30 years”, says Weinberg. “The loyalty is there and that loyalty comes from the clients, the owners, and the residents of the building. They are the ones who have invested their hard-earned money in their homes or investment properties and ensuring their satisfaction with the manner in which their community is managed is our top priority.” THE PERSONAL TOUCH While Percel has grown far from its roots, it remains entrenched in its mission to build long-lasting and fruitful relationships with every one of its partners and stakeholders. “One of our pillars is that we have consistency of service; we do not like to see transition. Unlike some of our competitors, where many of their condominium client properties appear to be a managerial training ground, we strive to either hire pre-trained people to manage our client

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corporations or modify the portfolios of our existing At Percel, each team member is recruited based caught the whole industry in Ontario off guard, and a and highly experienced staff,” says Weinberg, noting, on their proven industry experience. For example, shortage of qualified managers is rampant.” “We are always looking for the best fit between accounting staff are often selected based on Weinberg agrees, noting, “Currently, it is team member and the community for which they are previous experience in a real estate management estimated that there are about 2,500 property assigned.” environment, while property managers are hand- managers working in Ontario who manage at Percel’s affinity for building solid partnerships is picked based on their registered condominium least one condominium corporation, but we know also seen with its third-party contractors. As such, it manager (RCM) designation or – barring that – their we have only about 860 RCMs. There are over has forged a network of skilled and trusted partners commitment to achieving the RCM designation 9,300 condominium corporations in Ontario, so who share the company’s commitment to service through the company’s ACMO approved in-house while there is a massive shortage of qualified excellence. educational programs or outside college studies. managers, we will continue to seek out the best “We work together to satisfy our clients’ “All of our property managers must be RCMs and brightest folks we can to train and mold into needs by insisting on regular and comprehensive or start their courses to become an RCM within condominium management superstars.” communications that help us keep our clients up-to- six months of starting their employment,” explains Surely, expectations are high. However, Percel date on all pertinent matters,” explains Moneta. Nyman. “You have to realize that the dramatic increase is equally committed to providing support and All told, Percel’s service leadership pivots in the development of condominium corporations has mentorship to those who are willing to put in the work. on satisfying clients, empowering partners, and collaborating with directors and owners to generate real value. This in turn relies on property management professionals who know the business inside and out, and are trained to get results. “Our property managers are expected to be leaders at the table -- not to sit back and be told what to do or just rely on what a contractor suggests. That’s - Chris Jaglowitz, Partner at Gardiner Miller Arnold LLP the nature of a proactive approach to management, which is a cornerstone of our formula for success,” BrownBeattie_Percel_Supplement_Condo_2016_FINAL.pdf 1 2016-03-11 3:27 PM asserts Weinberg.

“Percel’s people solve most scenarios in-house, before they require legal analysis, so only the serious matters land on our desk, probably a tiny fraction of the issues facing their front-line managers.”

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“Percel Property Management has managed Heathgate Condominiums at 10 Tichester Road since 1992. Percy Weinberg, the founder of Percel, personally managed the building and oversaw the transfer of the building from the developers to the Condo Corporation. As time went on, Robert Weinberg, now at the helm of Percel, offered to personally manage our building when we were not satisfied with appointed managers. Heathgate, a small and unique building, needed a special and hands-on attention. With Robert’s excellent knowledge and vast experience, we receive the service expected that allows the Board of Directors to manage the Corporation in the best interest of its owners. We work very closely with Robert on day-to-day basis, and he does what is beneficial for the building. We are very pleased with the results.” -Vatche Kassardjian, President, 10 Tichester Road This takes the form of regular team meetings, strong internal communications, expert-led training, and financial compensation for outside education. It is also demonstrated by Percel’s track record for spotting talent from within its ranks and spending the time and resources to shape their careers. “Even support staff and administrators are encouraged to enrol in the ACMO educational courses, if only to provide them with a better understanding of what we do here at Percel,” says Weinberg, adding

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with pride that, “With our encouragement, some of them have made the jump and become very good property managers.” “We believe in developing from within,” affirms Moneta. “As an approved ACMO educator, we provide our managers with ongoing seminars and educational opportunities, and even contribute dollars to their continuing education. That’s all part of developing our people into being the best managers they can be.” This all-in approach to talent development is vital in today’s property management field. With increased competition, demographic shifts, and Ontario’s new Bill 106 set to shape the landscape, property managers share a greater responsibility for being leaders amongst boards, developers, and owners. “Percel’s approach appears to be quite unique for a company its size,” explains Moneta. “We employ a horizontal management style where we all work shoulder-to-shoulder to be resources for each other. We also mentor our managers with the expectation and trust that they have the capacity to deal with the clients at a high level.” Certainly, today’s condo corporations expect their managers to be strong enough to take the lead in high-level activities such as organizing and running annual general meetings, understanding the financial condition of a condominium corporation, and recommending the appropriate courses of action in any situation. Here again, Moneta believes Weinberg’s affiliation with ACMO is an invaluable company asset: “To have a President and CEO that is the chair of the ACMO Ethics

“Percel brings their full knowledge, and expertise of the property management business when dealing with all of our homeowners. They respond to them in a quick and timely manner, and they can reach our particular property manager directly on his personal cell phone if the emergency has to be handled quickly.” - Ted Cade - YRCC 908 President

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“My experience working with Percel goes back to the days when Percy Weinberg, one of the best property THE ROAD AHEAD After 40 years in the property management game, managers I have ever met, Percel is just warming up. Backed by an industryleading team, a history of service excellence, and a was in charge. Today, Robert vision for measured growth, Weinberg and his team are eager to see what’s next. and his team have carried “We are requested to respond to multiple on where Percy left off. The RFPs each week, and as we do not invest in much organization is consistent and unwavering in doing 800-608-3370 info@advancedroofingontario.com the right things at the right ///////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////// time, and committed to As a premier Toronto area roofing company, the objective of Advanced responding in helpful and Roofing Ontario Home Improvements is to provide our customers with the utmost in quality, material, installation and service. respectful ways, and giving Congratulations Percel on your continued success! back to the condominium www.advancedroofingontario.com community.” Committee makes a difference to our clients, because it means we are holding ourselves to standards that are the highest in the industry. That’s the type of experience clients can count on, and it speaks to our role in the industry.”

advertising, this is generally through word of mouth,” reports Weinberg, explaining, “These requests come from corporations who have been referred to us by their solicitor, auditor, and sometimes even the trades people who provide them service and have suggested they contact Percel, knowing that we’re proud that they have recognized the reputation and the quality service we have been providing, and that they trust us to provide that to them as well.” With plans to move into larger headquarters this year, and with Percel’s 40th Anniversary already in his rear-view window, Weinberg and his team look forward to setting new benchmarks and marking fresh milestones for decades to come.

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