Your first 90 days with a management company: what should happen, and when

The first three months with a new management company set the tone for the entire relationship. Done well, they leave an owner with a villa that runs smoothly, a clear picture of what everything costs and a team they trust. Done badly, they leave a trail of small surprises that only surface months later, usually at the worst moment.

Whether you are handing over a brand-new villa or switching from a previous manager, there is a sensible order in which things should happen. This guide sets out what a thorough handover looks like, week by week, so you know what to expect and what to ask for.

Before day one: agreeing the scope

The best handovers start with a written agreement that is specific about what is and isn't included. It is worth confirming in plain language:

• What the management fee covers and which costs are passed through at actual cost, such as repairs, utilities and consumables.
• Who is authorised to spend what. Most owners set a limit under which the manager can act without asking, and a clear process for anything above it.
• How and when you will be reported to, including the format and timing of monthly statements.
• How either side can end the arrangement, and what happens to bookings, keys and accounts if it does.

It feels slightly formal at the outset, but a clear agreement is the kindest thing for both sides. Most disagreements in management relationships trace back to unstated assumptions.

Weeks 1 and 2: knowing exactly what you own

The opening fortnight is for building an accurate picture of the property, because everything that follows depends on it.

A detailed inventory. Every item in the villa is listed, from furniture and appliances to crockery and linen, ideally with photographs. This protects the owner if something goes missing and gives the manager a baseline for replacements.

A condition report. A thorough walk-through records the state of the building, fittings, pool, garden and equipment. Existing marks and faults are noted so that nobody is blamed for them later, and so that a maintenance plan can be built around reality rather than assumption.

Keys, codes and access. Every key, remote and entry code is accounted for and recorded. Locks or codes are often changed at handover, which is good practice whenever management changes hands.

Utilities and accounts. Electricity, water, internet and any other services are confirmed to be in the right name, with bills going to the right place. Meter readings are taken on the day so that usage can be tracked from a clean starting point.

Weeks 2 to 4: systems, people and paperwork

Once the facts are established, the manager puts the day-to-day machinery in place.

• Staffing. Housekeeping, garden and pool care are arranged, or existing staff are reviewed and retained. Roles, hours and expectations should be written down.
• Maintenance schedule. Routine servicing for air-conditioning, pool equipment, water pumps, irrigation and pest control is scheduled in advance rather than left to chance.
• Insurance. Cover is checked against the inventory and the way the villa will actually be used. A policy that does not match reality can fail at the moment it matters.
• Compliance and notifications. If the villa will host foreign guests, there are reporting obligations to immigration authorities, and short-stay rental rules in Thailand deserve proper attention. These should be discussed openly with the manager and, where needed, with a qualified adviser.
• Emergency contacts. A clear list of who to call, at what hour, for which kind of problem is agreed and shared.

Month 2: preparing the villa for guests or for you

If the villa is going to be rented, month two is when it is made market-ready. That usually means a professional photoshoot, an accurate and honest listing, rate-setting that reflects the season and a welcome routine that feels personal. It is also when the manager should highlight any improvements that would meaningfully lift performance, such as better lighting, a reliable workspace or upgraded linens, with a clear estimate of cost.

If the villa is mainly for personal use, month two is about readiness: stocking the house, testing every system and agreeing how much notice the team needs before you arrive. A villa that is ready the moment you open the door is a quiet luxury and takes real planning to deliver.

Month 3: the first review

Around the ninety-day mark, a good manager will sit down with the owner and review how the arrangement is working. This is a conversation, not a formality, and it works best with real numbers in front of both sides.

• Costs against expectations. What has been spent, on what, and was anything unexpected?
• Property condition. What has the first quarter revealed that the inspection did not?
• Performance. For rental villas, how are occupancy, rates and reviews tracking against the plan?
• Communication. Is the frequency and style of reporting right for you?
• The next quarter. What needs doing before the next season begins?

Owners who take part in this conversation tend to build the strongest relationships, because it replaces assumption with shared information.

Red flags worth noticing early

Most problems announce themselves in the first ninety days if you know where to look.

• Reports that are late, unclear or missing receipts for significant spending.
• Reluctance to share staff details, supplier invoices or utility bills.
• A manager who is always positive but never specific.
• Repairs that are done repeatedly without anyone investigating the cause.
• Pressure to spend on upgrades without a clear explanation of the return.

One or two of these may be teething problems. A pattern is a signal to raise the issue directly and early, while there is still goodwill on both sides.

What owners can do to help

A handover is a two-way process, and owners who prepare tend to get better results. Gather the paperwork you have, such as title documents, plans, warranties and appliance manuals. Be clear about your priorities and your budget. Respond to queries promptly in the early weeks, when decisions about setup are being made. And be honest about quirks of the property that you already know about. Every villa has a few, and it is much easier to manage them when they are known.

The short version

A thoughtful handover is not glamorous, but it is the foundation everything else rests on: an agreed scope, an accurate inventory and condition report, working systems and people, a villa that is ready for its purpose, and an honest review at ninety days. If you are about to hand over a villa, or thinking of changing manager, our team is happy to walk you through how we approach those first three months.