Prior to switching to Daisy
Along with the rest of the board president, the board was frustrated with the level of service offered by the previous management company: email response time was slow; projects remained at a stand still; and the information supplied by the property management company didn’t give him the confidence needed to make important decisions.
“Traditional Management companies simply don't care. They have no incentive to save money on vendors or raise the value of the building, as they measure their success purely on the number of buildings signed rather than on improvements within each building.”
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Board President

Manhattan condominium
Despite its frustrations, the board initially hesitated to switch, expecting similar service from another management company.
Challenges before switching to Daisy
The building and the board faced a number of issues causing them to seek a better alternative to what they had become accustomed to with traditional management companies.
Poor project management: Projects lagged and the property management company was reactive rather than proactively seeking opportunities to improve the building.
Lack of efficient tools: The onsite manager lacked the tools needed to work effectively - resulting in tasks falling between the cracks. There was no efficient software or tracking system in place, while the accounting software couldn’t do simple tasks like show if any of the expenses were out of line.
Non-transparent vendor bidding process: The management company showed a lack of transparency regarding financial planning - especially when it came to vendor bidding and negotiation.
Transition to Daisy
Daisy began managing the community in November 2020. 30 days before the official transition, an end-to-end analysis was performed:
“Once I came across Daisy, it was clear that it was time for a change. The transition was seamless, with constant  progress updates.”
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Board President

Manhattan condominium
Daisy’s immediate impact
During the transition process, the Daisy team identified several issues that needed to be resolved in order to get the building to a “healthy” status. Within the first 4 months of management, Daisy had fixed a leaking water tank, installed security cameras, removed a defunct rooftop antenna, replaced an inefficient water pump and cleaned out a decommissioned battery room.
“Our security camera project cost 50% less than the previous quote we received, the water tank repair was 30% cheaper, and our insurance carrier was replaced at a much better price.”
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Board President

Manhattan condominium
Building on the early improvements
After addressing the community's immediate operational needs, Daisy developed a budget
to support longer-term improvements and began a facade restoration project. Further
priorities included lowering energy costs, identifying additional savings, and improving the
resident experience.
