A commercial property manager runs the work required by the management agreement, leases, approved budget, and owner decisions. The job is broader than collecting rent or calling a vendor. The manager should keep the lease calendar, tenant issues, building work, reporting, and open decisions connected so the owner can see what needs attention.
The exact duties vary by property and contract. A retail center with several tenants has different handoffs from a single-tenant office building. Ask what the manager actually owns for your building and which decisions stay with you.
The manager should track critical dates, renewal and option notices, rent changes, insurance items, and obligations assigned in each executed lease. A calendar entry should lead to an assigned action before a deadline passes. If the lease language is disputed, counsel interprets it. The manager’s job is to bring the document, date, and decision to the right person in time.
Ask to see a sample calendar with private tenant details removed. Can you tell what is due, who is preparing it, and when the owner must decide? Coastline’s commercial lease guide explains why those dates and responsibilities belong in the operating record.
Tenant communication, vendor access, routine service, and urgent building issues often cross the same property team. The manager should record the reported condition, assign the next action, identify the approval needed, and confirm what happened. A work order marked “complete” should have a closeout record that matches the original issue.
The manager is not the person who makes an engineering or safety diagnosis unless separately qualified to do so. The owner should still know who was called, what the specialist reported, what was approved, and whether another step remains open. The repair reporting guide shows the handoff after an approval.
For vacant space and upcoming expirations, ask for a visible leasing plan: current status, broker or manager activity, proposal stage, constraints, and the next owner decision. Final lease economics and binding commitments follow the authority in the governing documents. The manager should not let an owner discover a rollover risk only when a suite is already empty.
Monthly reporting should connect billed and collected rent, open receivables, operating expenses, vendor invoices, and budget differences to the underlying records. Where leases allow expense recovery, ask the manager to track eligible charges, each tenant’s allocation, estimated billings, and the year-end reconciliation against the executed lease. A financial statement is part of the answer. The manager’s explanation tells the owner what changed and which decision is due. Coastline’s owner report guide sets out the records to request.
A manager can obtain scopes and proposals, coordinate access, track approved work, and bring changes back to the owner. For work that calls for a licensed or insured contractor, ask how the manager checks the relevant credentials and keeps the insurance evidence with the vendor record. The written agreement determines spending authority and which outside specialists are involved. Ask how the manager checks a final invoice against the scope and confirms that a project is actually finished.
For a larger project, the record should show the approved scope, current schedule, committed cost, paid cost, open change requests, completion evidence, and any warranty or maintenance information. Those fields make a project review possible without assuming that an invoice proves physical completion.
Before hiring a manager, put approval thresholds and exceptions in writing. Ask what can move routinely, what requires a specific owner decision, and how an urgent condition is escalated. The manager should identify the recommendation, cost or exposure, deadline, and consequence of delay. Then the owner can decide without becoming the day-to-day dispatcher.
A useful interview test is to request redacted examples of a lease calendar, monthly report, open-work list, and decision log. Ask the candidate to walk through one issue from first report to closure. If the scope is vague, resolve it in the agreement before judging the fee. At a manager change, request a dated transition list covering leases, tenant balances, deposits, open work, vendor contracts, keys and access, and unresolved owner decisions.
If you want to compare those duties with what is happening at your property, request a Property Management Performance Review. The first conversation starts with the property and the decisions currently on your desk.