With two decades of commercial real estate experience spanning over four million square feet of multi-asset properties, Christopher Hayes serves as Chief Operating Officer at Accordia. Having joined the firm in 2011, Hayes oversees development, operations, and asset management across the East Coast portfolio.
In the following Q&A, Hayes discusses the operational philosophy behind Accordia’s third-party property management practice, highlighting what commercial property owners should expect from their management partners.
Q: You’ve spent nearly 20 years in commercial real estate, much of it in property management. How has that experience shaped your approach?
Christopher Hayes: I started on the brokerage side supporting industrial sales and leasing teams before moving into real estate management, so I’ve had the opportunity to see the business from several different perspectives.
What you learn is that the decisions being made every day at a property don’t happen in isolation. They can affect tenants, operating costs and ultimately the performance of the asset. You have to understand what’s happening on the ground while keeping the owner’s larger objectives in mind.
Q: How would you describe Accordia’s approach to third-party property management?
CH: I believe in being hands-on. You need to know what’s happening at the property, stay close to the people involved and address issues before they become bigger problems.
But being hands-on doesn’t just mean reacting to what happens. It also means looking ahead. What will the property need six months or a year from now? Are there expenses we should be anticipating? Are there tenant concerns we can address early? The best management is proactive.
Q: What types of properties does Accordia have experience managing?
CH: We have experience across a broad range of commercial real estate, including office, medical, retail and mixed-use properties. Today, our management portfolio includes properties across Northern New Jersey, as well as industrial Sunbelt properties throughout North and South Carolina, including both shallow-bay and mid-bay facilities.
That range of experience is important because every property has different needs and objectives. We tailor our management strategy to the property and the owner’s goals rather than applying the same formula to every assignment.
Q: What should owners expect from a third-party property management partner?
CH: First, communication and responsiveness. Owners should never have to wonder what’s happening at their properties or whether something is being addressed.
It all starts with a custom business plan for each individual property, developed around ownership’s goals and expectations. That plan establishes a clear approach to how the property will be managed and gives our team a roadmap to execute with an ownership mentality.
Beyond that, they should expect their management team to bring experience and perspective to the table. If we’re discussing a budget, a vendor contract, a capital improvement or a tenant situation, our job isn’t simply to report what’s happening. It’s to understand the issue, identify the options and give ownership the information they need to make a good decision.
Q: Accordia is also an owner, investor and developer. How does that influence the way you manage properties for clients?
CH: We understand what it means to sit on the ownership side of the table because we do it ourselves. That naturally influences the questions we ask and the way we look at a property.
Our focus is on maximizing the value of the asset, controlling costs, making smart capital improvements and supporting tenant retention. When we manage a third-party client, we bring that same owner’s perspective to every decision.
Q: How important are tenant relationships?
CH: They’re extremely important. Tenants spend time at the property every day, and the management team is often the connection between the tenant and ownership.
You need to be accessible, communicate clearly and follow through. When you build good relationships, tenants are also more likely to communicate with you about what they’re experiencing. That gives us valuable insight into what’s working and where something may need attention.
Q: What goes into managing vendors and capital projects effectively?
CH: Preparation is a big part of it. Before work begins, you need to understand the scope, cost, schedule and potential impact on the property.
Then there’s accountability. We want qualified vendors, competitive pricing, clear expectations and consistent follow-through. For larger projects, coordination becomes especially important because the work has to move forward without unnecessarily disrupting tenants or normal building operations.
Q: How involved should a property management team be in the financial side of an asset?
CH: Very involved. A property manager is making decisions every day that have financial consequences, so you have to understand the numbers behind those decisions.
Budgeting and expense management aren’t separate from operations. They’re part of managing the property effectively. Knowing where the property is performing as expected, where costs are changing and what expenses are coming gives ownership much better visibility and allows everyone to plan rather than react.
Q: After more than 15 years at Accordia, what do you think distinguishes the company’s third-party management practice?
CH: We have people who understand properties from both the management and ownership sides of the business. We know what it’s like to operate a building every day, but we also understand what ownership needs from that building as an investment.
For our clients, that means we’re not just checking boxes. We’re involved, we’re accessible and we’re thinking about what’s best for the property and the owner over the long term.
