Michael Teys is the founder of The Strata Professionals Group and the architect of the professional standard every office in the network operates to.
He brings more than 40 years in strata — including over 30 years as a specialist strata lawyer — a decade of strata business ownership, and an active programme of academic research into multi-owned property governance.
Michael practised as a specialist strata lawyer from 1994, advising committees, developers, and owners across the full spectrum of strata disputes, compliance, and governance, and served as a Fellow of the Australian College of Strata Law. He went on to own and run strata management companies across New South Wales, Queensland, Victoria, and Western Australia, managing a combined portfolio of tens of thousands of apartments. Running those businesses gave him direct exposure to the operational pressures strata managers face — and revealed the structural weaknesses that became the catalyst for founding the network.
He holds a Master of Philosophy (Built Environment) from UNSW, where his thesis examined how mixed-use strata developments create anti-commons risks that impede urban renewal, completed under an Australian Research Council scholarship. He has been accepted at the University of Oxford to undertake a Doctorate of Philosophy in Law. He has held research positions at the City Futures Research Centre (UNSW) and Deakin University, and presents regularly at international forums including Oxford, the House of Commons, and the International Research Forum on Multi-Owned Properties in Spain, Canada and Australia.
Michael writes The Strata Professional, a weekly newsletter on strata law, committee governance, and why true professionalism matters in this industry. You can learn more about him at michaelteys.com.
This combination of legal practice, business ownership, and research is the foundation of the franchise standard. Every element of how the network operates — from the no-commission pricing structure to the Balanced Strata Method™ — is grounded in something tested rather than assumed.
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This article emphasises the critical role of timely Annual General Meetings (AGMs) in effective strata management. It argues that a organised AGM diary is a key indicator of a well-run strata management business. The article outlines common challenges in scheduling and conducting AGMs and provides practical solutions to overcome these obstacles. By sharing expert insights and real-world examples, this piece aims to assist strata managers in improving their AGM processes and ultimately enhancing overall strata management practices.
The cancellation of Whitney Wang's strata management license and a 10-year ban is a significant development in the strata management industry. While the specific reasons for this action are not yet public, it has been reported that numerous statutory breaches were involved. This decision sets a new precedent for disciplinary actions against strata managers, potentially leading to increased complaints and scrutiny of the profession. Additionally, it may renew calls for stricter regulation of strata management in states and territories without existing licensing regimes. Ultimately, this case highlights the need for continued improvement and professionalism within the strata management industry.
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The article discusses the common tendency to seek quick fixes for overwhelming problems, using the analogy of impulse purchases. Michael Teys applies this to strata management software, where many don't fully utilise the new software's features after switching. Michael Teys suggests focusing on incremental improvements, starting with automating meeting papers and electronic voting. This approach saved one client an estimated three hours per AGM, translating to significant time savings over a year. The article concludes by offering help to overcome the reliance on quick fixes and achieve real improvements.
This article challenges the race to the bottom in strata management fees, offering a strategic framework for strata managers to initiate fee discussions, showcase their value, and build stronger client relationships. Discover five key opportunities to address fees throughout the client lifecycle, from pre-appointment discussions to contract renewals, and shift the focus from price to value.
Struggling with neglected clients, overdue tasks, or that looming AGM? You're not alone. Every strata manager faces mental blocks, but they don't have to derail your business. This guide reveals a proven, three-step method to tackle your "mental block files," reclaim your productivity, and find peace of mind. Learn how to name, share, and conquer these challenges, and discover additional support to optimize your strata management practices.
Mascot Towers owners face a harsh reality as their legal bid to dissolve the owners corporation due to insolvency fails. The court ruling highlights the personal liability of strata owners for the corporation's debts, emphasising the unique responsibilities that come with strata ownership. Despite the owners' unfortunate situation, their decisions, including settling lawsuits, halting remediation, rejecting buyout offers, and accepting government assistance, have contributed to their predicament. The judgement serves as a cautionary tale for strata owners, emphasising the importance of understanding their responsibilities and making informed decisions.
Ten years ago, Michael Teys swam the English Channel, a gruelling 44km journey. The lessons I learned from that experience—achieving hard things incrementally, daily practice for high performance, never making decisions when distressed, visualising success, and having a supportive crew—apply to both business and life. These lessons are particularly relevant for strata managers, who face challenging tasks ahead. Professionalism will be achieved gradually through consistent daily actions to improve public perception.
