About MVP Condos

Built by people who live in condos.

Gay and Scott Hundey started MVP Condos because they knew — as owners, investors, and board members — that the relationship between a corporation and its management company could be a lot better.

Gay & Scott Hundey, Founders

Gay and Scott bring two complementary strengths to MVP Condos: disciplined business leadership and deep condominium governance experience.

Gay is a condominium investor and landlord with a sharp instinct for the administrative, financial, and organizational details that keep a management company running well. With a degree in business administration and a background in HR and customer service, she brings structure, steadiness, and a human-centred approach to the way MVP Condos supports both its clients and its team.

Scott came to property management through the boardroom. A condo owner, investor, and long-time board member, he holds his OLCM and RCM designations and continues to sit on multiple condominium boards while managing his own client portfolio. His work is grounded in condominium law, community governance, long-term planning, and the thoughtful use of technology to improve management outcomes. He also contributes to the broader industry through advisory roles, including the CMRAO Discipline and Appeals Committee and the ACMO, CCI-T, and CAI Joint Policy Committee on Safety and Security in Condominiums.

Together, Gay and Scott have built MVP Condos around a shared belief in clear communication, careful administration, and practical, responsive service. Their combined experience gives boards the confidence of working with a management company that understands condominium communities from every angle: as owners, investors, board members, landlords, managers, and trusted advisors.

MVP Condos reflects what they believe good management should be: transparent, accountable, and built around the needs of the corporations and communities they serve.

How we work

• Boards stay informed

  Regular reporting, straight answers, and no surprises. Directors should always know where things stand.

• Financials you can read

  Monthly statements that don't require an accounting degree. If something looks off, we flag it before you have to ask.

• The board leads

  We handle the day-to-day. You make the decisions. That's how it's supposed to work.