Colliers [NASDAQ: CIGI]

Leanne C. Reynolds is the Director of Property Management at Colliers and an accomplished real estate leader with over 25 years of experience in property and risk management. She has managed LEED-certified, AAA commercial properties and has been recognized for driving operational efficiencies and delivering tenant-focused service. Leanne also serves as Past Chair of BOMA BC, where she advances industry standards and collaboration across the property management sector.

Tailoring Leadership and Portfolio Management for Impact

Over the course of my career, I’ve learned that there’s no one-size-fits-all approach to managing teams or portfolios. Every individual brings unique perspectives, experiences, and values, so I focus on understanding each team member and tailoring my leadership style to help them thrive.

Portfolios require the same individualized approach. Each client and property has its own goals, risk tolerances, tenant mix, and operational systems, all of which shape the service levels required. I see part of my role as a “matchmaker,” ensuring clients and properties are paired with the right property managers and operations teams. When the fit is right, clients feel heard and develop trust in our people and processes.

We also actively seek client feedback and make adjustments as needed. This fosters high service standards and strong job satisfaction among our property management and operations teams.

Embedding Best Practices that Drive Results

Best practices in property management are constantly evolving, shaped by new information, technology, and legislative changes. The challenge is balancing what’s ideal with what’s practical.

A few principles I rely on include:

• Clarify the problem: Always start with the question, “What problem are we trying to solve?” This ensures our focus stays on effective, practical solutions.

• Think long-term: Begin with the end goal in mind, then work backwards to define the steps. This often leads us back to fundamentals—such as comprehensive building inspections, robust capital planning, and informed decision-making.

• Prioritize business continuity: Cross-train staff across administrative and operational roles, and maintain meticulous records to safeguard operations during turnover.

• Keep processes simple: For example, using a one-page approval form for capital projects keeps things efficient and accessible for clients and accountants alike.

Staying Resilient in a Changing Environment

The post-COVID environment has reshaped our business model and introduced new challenges. My approach is to take nothing for granted and remain adaptable, knowing that change is constant.

Examples include:

• Customized engagement in a hybrid work environment: Balancing flexibility with accountability, we track deliverables and increase engagement through recognition programs and community initiatives. For office properties, tenant engagement—central to Colliers’ Office 2.0 platform— has become essential.

• Creative client support: Initiatives like Ready, Set, Go Suites help clients lease space faster. We also regularly survey tenants to gather data on their needs, from macroeconomic impacts like tariffs to ways to optimize operating costs.

• Business cycle planning: Matching resources and space requirements to market cycles requires strategic foresight.

• Talent acquisition: In a competitive labour market, I leverage industry networks and platforms like LinkedIn. Colliers’ recognition as one of Time’s World’s Best Companies to Work For is a key attraction—our culture is rooted in respect, personal connection, and mutual investment.

Making Safety Standards Non-Negotiable

Each client’s environment comes with its own risk tolerances. Having led a safety management consulting business for over six years, I understand the strong business case for operating to the highest safety standards. Cutting corners only leads to incidents, investigations, and costly follow-up.

My approach is to establish non-negotiable baseline standards that meet or exceed regulatory requirements and best practices. From there, we tailor additional services to suit each client’s specific needs.

Insights that Continue to Shape Strategic Decisions

Several key insights continue to shape my strategic decisions:

• Innovation in a traditional industry: While real estate is often seen as conventional, significant innovation happens in areas like proptech, data analytics, and service customization. At Colliers, AI is helping us streamline execution, track KPIs, and improve tenant satisfaction. Our Proptech Lab, with over 500 vetted vendors, has saved clients hundreds of thousands of dollars while enhancing property technology.

• Service diversification: Property management firms are expanding into areas like project management, leasing, and facilities management. Colliers offers a one-stop shop, giving owners access to tax advisors, strategic consultants, and asset managers.

• Client and tenant focus: Staying closely connected to clients and tenants allows us to anticipate needs and deliver exceptional service, whether for a single property or an national portfolio.

• Quality management and continuous improvement: Standardized processes improve knowledge transfer, ensure quality, and reduce errors. In some circumstances, national service contracts can replace multiple local agreements, cutting costs while maintaining consistency.

• Social responsibility: Beyond the E and G of ESG, companies are emphasizing diversity, Indigenous partnerships, and community engagement. At Colliers, we choose vendors whose values align with ours and take a compassionate approach when interacting with vulnerable individuals, focusing on assistance and dignity.