The Why and When to Hire a Handyman

In this episode of NARPM Radio, host Pete Newbig welcomes Robert DeLosso, founder of Master Key Property Management and active NARPM leader, to discuss key topics in property management, including government advocacy and operational scaling. Robert shares insights from the recent NARPM Capital Summit in D.C., highlighting the organization’s growing influence in federal policy, particularly around the CARES Act’s 30-day notice, lead-based paint certification requirements, and fair housing enforcement. He emphasizes the importance of property managers having a seat at the table through advocacy, noting that government staff rely on industry experts like NARPM for balanced input. The conversation then pivots to operational strategy, with Robert detailing his decision to hire a full-time handyman at around 200 units—driven by the need for schedule control, quality consistency, and liability protection. He explains how he structured a separate LLC for maintenance operations, avoids vendor rebates to preserve relationships, and uses a flat fee model for maintenance coordination. He also discusses the value of a dedicated maintenance coordinator and field-based assistant property managers in streamlining turnover processes and reducing rent loss. The episode concludes with a strong endorsement of NARPM membership for legal resources, advocacy, and professional development. Key takeaways include: (1) Hire a full-time handyman proactively at 150–200 units to gain control over scheduling and quality; (2) Use a separate LLC for maintenance operations to protect liability and avoid client pushback; (3) Avoid percentage-based maintenance fees and vendor rebates—opt for flat fees or annual vendor programs instead; (4) Invest in a maintenance coordinator early to reduce chaos and improve ticket resolution; (5) Leverage NARPM’s legal hotline and advocacy resources for federal compliance and policy influence; (6) Use technology like Appfolio’s maintenance performer to automate task assignment but maintain human oversight; (7) Structure turnover teams with field and remote roles to minimize rent loss; and (8) Prioritize relationship-based vendor management over transactional savings.