While rent roll growth remains a priority for property management businesses nationwide, one network refused to compromise on its most important asset: its people.
Lifestyle Group has grown rapidly since forming in 2017 under Elder’s, eventually splitting from the network in early 2025.
Over a nine-year span, the network has grown from a single regional acquisition to 28 offices managing more than 10,000 properties.
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Despite rapid growth in recent years, the network said it has ensured that staff were always at the core of its expansion strategy.
Lifestyle Group head of property management Nat Fel said that building a sustainable expansion strategy came down to more than systems, processes and scale.
“What we’ve learned is that growth is fundamentally a people strategy,” Fel said.
“Systems matter, but people determine whether that growth succeeds.”
Having originally joined Lifestyle as a property manager as part of an acquisition, Fel said her own experience through the process stayed with her as she managed the network’s further expansion.
“I know what it feels like to be the person wondering what comes next, and I know what it feels like to be the leader helping others navigate the same uncertainty,” Fel said.
“That’s why people have always remained at the centre of every step we take.”
Keeping staff in the loop
She said communication played a major role in navigating the uncertainty that can accompany the process.
Lifestyle Group CEO and founder David Gray said that while the mechanics of an acquisition could be laid out, the human element was harder to prepare for.
“Every office brings its own history, culture, and relationships,” Gray said.
“If you don’t bring the people with you on the journey, growth becomes much harder to sustain.”
He said that when making an acquisition, agencies needed to balance internal integration with client experience.
Balancing the two required proactive communication, dedicated transition support and clear points of contact for clients, according to Gray.
“Clients are placing significant trust in us. Landlords are trusting us with one of their largest assets, and tenants are trusting us with their homes,” he said.
“During acquisitions, it’s our responsibility to make that transition feel as seamless, reassuring and positive as possible.”
Working as one
Fel said alignment around a shared goal mattered more than uniformity for sustainable growth, with individuality playing an important role.
Gray said it was important not to lose sight of the shared goal, particularly during periods of expansion.
“The goal has never been growth for growth’s sake. It’s about creating long-term opportunities for our people, delivering exceptional service to our clients, and building a sustainable business that supports the communities we serve,” Gray said.
While the network would continue to grow, Fel said its focus was on building a stronger business rather than getting bigger.
“Sustainable growth isn’t measured solely by the number of properties we manage or industry awards we win.”
“It’s measured by the trust we build with our people, our landlords and our tenants every day, helping them build a better life.”
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