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Page 28 — Property Management Quarterly — April 2017
approachable and exciting.”
As she began her career, growth
opportunities in the field became
apparent and she enjoyed the expo-
sure to diverse fields, including law,
business, mechanics, tenant relations
and accounting, she said.
“I greatly enjoy being in touch with
the transformation Denver is cur-
rently undergoing; this is assisted
by abundant extracurricular learn-
ing and networking opportunities
through my membership in Denver
BOMA,” said Wilcoxen. “1670 has
a very team-oriented, open-door
approach; employees of every level
are encouraged to have a degree of
property ownership and enthusiasm.”
We desperately need bright, knowl-
edgeable and enthusiastic engineer
team members ready to respond as
advances in technology dictate how
we run our buildings.
• Jeremy Andrews. Jeremy Andrews
didn’t fall into this industry – he was
born into it.
“My father was a graveyard engineer
at a downtown building,” he said. “I
remember walking through chiller
plants and mechanical rooms while
my dad performed routine rounds.
I always looked up to my dad and
wanted to do what he did. As a result,
I haven’t had a job outside this indus-
try.”
As the assistant chief engineer,
early demands of the job were more
mechanical and less technologically
demanding. For example, the vast
majority of mechanical control was
pneumatic; direct digital controls
were a new and expensive alternative
for efficient heating, ventilating and
air-conditioning control, he said.
“Today, things move at a much
faster pace,” he said. Engineers must
be technologically oriented and must
stay on the cutting edge. Complex
automation systems and even more
complex analytic systems are just a
very few of the basic tools necessary
to effectively operate a building and
respond to owner demands for effi-
ciency, he said.
“Today’s engineer should be com-
fortable with analyzing data, both
historic and real time,” Andrews said.
“He/she must be able to comfortably
work with the management team as a
‘team’ member.”
• Krystal Sears. While Krystal Sears
somewhat “fell” into the industry,
starting her career at 1670 Broadway
and working her way up to property
manager, her tenure has allowed her
to formulate some observations about
how we perform our tasks and about
how we, as an industry, can further
expose our industry as a career path
of choice.
“To draw more diversity of knowl-
edge and experience into the industry,
I think the biggest challenge is mak-
ing people aware of it as an option,”
said Sears.
There are many ways to increase
industry awareness to help you hire
the best and the brightest, she said. A
few years ago, 1670 Broadway hosted
a tour for University of Denver real
estate graduate students. “For little to
no expense, we introduced a class of
young professionals to the option of
a commercial property management
career,” she said. Other options may
include social media, career fairs and
building tours for schools as well
mentoring and internships.
“Keeping good, hard-working team
members can be difficult,” she said.
“Some get bored and are off to the
next adventure. The management
team at 1670 Broadway attempts to
avoid stagnation and limitations set
by job descriptions by involving and
exposing engineering and manage-
ment team members to a little of
everything. It helps to expand each
member’s knowledge base. We learn
something new all of the time, which
keeps each day as its own adventure.”
Together, each of the young profes-
sionals contributes to a well-rounded
team. It’s an exciting view of what
we can expect from our future
industry professionals that prompts
us “old-timers” to be open to consid-
ering new paradigms in backgrounds
and experience when building our
teams. s
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Anderson
maintenance occurs when main-
tenance activities are postponed to
save costs or meet budget require-
ments. Property owners and manag-
ers are strongly advised against this
practice because it can shorten life
expectance, weakened systems and
eventually result in damage or fail-
ures.
Deferred maintenance also can cre-
ate an environment that promotes or
exacerbates defects and can make it
more difficult (and take more time)
for owners to discover any construc-
tion defects that might exist. As with
any defect, the quicker it is discov-
ered and resolved, the more time and
money is saved. There are numerous
parts that make up a building struc-
ture, potentially impacted by con-
struction defects, and some are not
immediately visible to the eye. Many
failures in a building take several
years to grow into the kind of prob-
lems that most people would notice.
Sometimes it’s hard to tell what is
the real cause of an issue. Therefore,
it is important to look at whether
building components are being used
correctly and being maintained in
a timely fashion. If a building com-
ponent is not standing up to its
intended use, or if problems exist
despite proper routine maintenance,
construction defects may be
present.
For these reasons, owners
and management must be
aware of the possible situ-
ations and warning signs
that indicate a defect. Build-
ing owners and managers
should have a professional
firm inspect questionable
issues to confirm whether
they are maintenance or
construction related. With
the right help, owners and
managers can feel confident
about upholding their fidu-
ciary duty to their tenants
and homeowners. s
Fleener
Hearn & Fleener
Leaking windows either need routine maintenance,
such as caulking, or need to be repaired if defective.