Frequently Asked Questions

Call any of our office lines and press 1 to speak to a real person. No endless loops. No disappearing into voicemail purgatory.

We believe condo management should be responsive and human.

Our CEO, Scott Hundey, takes that a step further. He gives out his personal cell number to pretty much everyone he meets. We’ve told him he’s crazy. He insists it’s just accountability.

In the rare event our lines are full, he’ll pick up himself.

He even told us to put this on the website:

Scott: 226-499-4999

Use responsibly. 😉

Simple.  Call us at 1-844-25-CONDO or any other number on our contact page and press#1 to speak directly to a community onboarding specialist. 

It's not that we don't charge, it's that we choose to include certain costs in our management fee that other companies regularly charge extra for.  We don't like end of month surprise expenses that weren't budgeted for either.

For instance: 

Admin costs related to CAO annual Filings -- we do not charge extra for pushing a button for you. Essentially that's all it is-- you still pay your invoice, but we process the filing and the administrative costs relating to helping you pay it are included in our fee.

Same with Periodic Information Certificates, Information Certificate Updates and New Owner Information Certificates, filing a notice of change, etc.  We consider those things simply part of our jobs.

MVP Condo PM has a high client retention rate due to our excellent customer service, quick response, and fair and transparent policies.  In-fact our lifetime rate currently sits at 96%.  We'd be happy to tell you the story about the one that got away when we were still the new kid on the block.

Absolutely.  Accurate minutes help us do our job better.

Simply put--Yes, and at the beginning of our relationship, depending on the condition of a corporation's books, or if there hasn't been a recent audit, and bookkeeping related issues prior to our arrival, there might be a cleanup of your books required first.  Our bookkeeper is usually less than your auditor's and very good.

We've partnered with condocommunities.com to bring you better secure sharing of your condo's documents, share news and notices, order a status certificate,  and help your board document decision making.  If you need help accessing just send us an email on our contact page. We also still remember how to send something by traditional mail if needed.

We hire people who have an affinity for providing excellent service.  Condo Managers are Licensed with the CMRAO designation O.L.C.M. or O.L.C.M-L.    Our Principal Condo Manager also has the RCM designation, sits on the ACMO, CCI-T, & CAI Joint Policy Committee Member on Safety & Security in Condominiums and is part of the legal adjudication team that works for the CMRAO on their Discipline Committee and Appeals Committee.

Currently, there's enough to keep us busy in Ontario.  We're from Ontario, Licenced for Condo Management in Ontario, and enjoy being the most trusted boutique governance-focused management firm in Ontario.

Not in the traditional sense.

As our founder, Scott Hundey, OLCM, RCM®, puts it:

“If someone is thinking about succession for their portfolio, I’m always open to a conversation. We’re building a long-term firm and care deeply about continuity for clients and staff.”
 

In some cases, MVP can integrate a portfolio—and its team—into our ecosystem. This can allow a retiring service provider to structure a gradual transition, either through a buyout or an ongoing revenue stream during retirement.

Where possible, yes.

Experienced staff often carry the history and relationships that make a portfolio work well. When a succession transition occurs, MVP’s preference is to welcome those team members into our organization and give them the support, systems, and culture they need to continue serving their communities successfully.

Every situation is different, but our goal is always the same: continuity for clients and respect for the people who have been serving them.

Yes. Most communities face challenges at some point—board turnover, aging infrastructure, financial pressure, or communication breakdowns.

We don’t avoid communities working through issues. Experience navigating those moments helps us stabilize operations, understand the history, and support the board in moving forward constructively.

Every condominium has its own story. Our role is to help boards manage the next chapter responsibly.

Carefully and respectfully.

A management transition affects boards, residents, vendors, and sometimes staff. Our focus is on preserving institutional knowledge, organizing records, and establishing clear communication with the board so the corporation continues operating smoothly.

Continuity and stability matter more than speed.

No.

We work with a range of condominium communities, but we are selective about ensuring the fit is right. Strong governance, respectful communication, and a shared commitment to responsible management are important factors when we consider a new relationship.

Good partnerships create the best results for everyone involved.

Our approach combines professional governance discipline with a culture of respect.

Condominium management is not just about operations. It involves legal responsibilities, financial stewardship, and helping volunteer boards make informed decisions that affect entire communities.

Our goal is to provide boards with clear guidance, reliable systems, and a management relationship built on trust and good communication. Yes, Good Old Fashioned Customer Service is still a thing.

Yes.

Boards often contact us when they are evaluating whether their current management structure is working. In those situations we can provide information about how transitions work, what responsibilities boards should consider, and what questions are worth asking during the process.

A management change is a significant decision, and boards should approach it thoughtfully.

The early months focus on learning the community and organizing information.

We review records, financial systems, vendor relationships, and governance documents while establishing clear communication with the board. This helps ensure that ongoing operations continue smoothly while longer-term priorities are identified.

A thoughtful transition sets the foundation for good management.