Interview Domingo Ariza

Domingo Ariza is the administrative heart of Meridional, a company dedicated to the management of communities of owners. With more than 25 years of experience in administrative, accounting and financial supervision, Domingo has been a key player in the development and success of Meridional. As one of the founders of the company, his mission has always been clear: to create an environment where a job well done and customer service are the priorities. 

Today, in his first interview for this blog, we will delve into Domingo's vision of his role, his interaction with the team, and how coordination and leadership are fundamental to make a property management company work.

Thank you for inviting me. My role as manager of Meridional focuses on the administrative and accounting oversight of the company. This includes everything from managing budgets and reviewing accounts, to coordinating administrative tasks and financial planning. My goal is to ensure that every process is executed efficiently, guaranteeing that our clients receive an impeccable service. I also anticipate the needs of both the team and the clients, which allows us to always stay one step ahead.

Meridional's success lies in teamwork. Javier Ortiz, our lawyer and chartered administrator, is instrumental in the legal and juridical supervision, ensuring that all our decisions are well founded. 

Alina Bertol, with her experience in customer service and administration, handles many of the daily tasks that are essential to keep everything in order. Katherine Montoya is in charge of internal organisation as well as customer service, bringing her ability to manage multiple tasks with great efficiency. And Fran López ensures that information flows effectively both within the company and to our customers. They all bring something unique that enhances the service we offer.

Alina is a mainstay at Meridional. Her experience in customer service and homeowner community management makes her an expert in handling the day-to-day requests of our clients. Her focus on solving problems quickly and efficiently is invaluable. Alina brings a positive energy to the team, and her ability to connect with homeowners makes our operations much smoother and makes customers feel taken care of at all times.

Katherine is an extremely organised person, which is essential in a fast-paced environment such as ours. Her customer service experience is reflected in the way she handles owner queries and requests, always with a proactive and efficient attitude. Katherine ensures that internal processes run smoothly, allowing us to concentrate on the more strategic aspects of management. Her ability to keep things running smoothly and her dedication to service are fundamental to Meridional's day-to-day success.

Fran manages our online presence with our blog and monthly newsletter. Her mission is to keep our members well informed about what we do and to communicate clearly and effectively, as well as to manage the Meridional brand.

One of the biggest challenges has been adapting to changes in the sector, especially in terms of regulations and technology. The transition to a more digital environment was a challenge, but also an opportunity to optimise our processes. 

Another major challenge has been managing communities in financial difficulty, where we have had to implement very detailed strategies to improve their economic situation. In both cases, the key has been anticipation and planning, as well as having a strong team that can execute decisions with precision.

I think one of the most significant achievements in my career was the management during the COVID-19 pandemic. It was an extremely challenging period, with conflicting information and constant changes in regulations. However, we managed to keep our communities well informed and safe, thanks to effective communication and impeccable coordination with the city council, the commonwealth and various administrations. 

We ensured that essential services continued uninterrupted, implementing strict protocols and working closely with suppliers. What I am most proud of is how we maintained the trust of our customers at such a critical time, demonstrating the strength and unity of our team.

 When an owner does not receive the answer he or she expected, it is natural that he or she may feel frustrated or misunderstood. In such cases, my approach is to first listen carefully to their concerns and then clearly explain the reasons behind my response, always based on the facts and the current regulations. 

I try to make him see that my role is to ensure that decisions are made for the benefit of the whole community, and that sometimes that means prioritising compliance or equity among all neighbours. 

In addition, I try to be as transparent as possible, explaining how I came to that conclusion and what other options might exist, if any. My goal is that, even if I don't agree with the answer, the homeowner can understand the reason for the decision and feel listened to and respected in the process.

The future of property management will be marked by digitalisation and the need for a more personalised service. Technologies that facilitate communication and property management will become the norm, and those who do not adapt will be left behind. I also believe that clients will increasingly look for a direct and personalised service, and we are already ahead of the game at Meridional.

Personally, I will continue to focus on improving my management skills and keeping up with new trends in management and technology. For Meridional, our plans include expanding our client base, but without losing sight of the quality and personalisation of our service. We want to continue to be a reference company in the sector, known not only for our efficiency, but also for the close and professional treatment we offer to each client.

My advice would be to train in all the key areas of property management, from accounting to customer service. It is important to have a holistic view of the business in order to be able to offer a complete service. I would also tell them to learn to anticipate the needs of both the team and the clients, because in this profession, proactivity is fundamental. And, of course, to value teamwork, as it is the basis for offering a quality service.

I remember a case where a community was in a very complicated financial situation, they hired us thanks to a recommendation from a community president who told them about our ability to manage these things. We implemented a detailed action plan and worked closely with the owners to restore their financial stability. What stands out most about this experience is how the team, and indeed the owners, came together to overcome the challenge, demonstrating that with good organisation and clear communication, we can solve any problem. It was a clear example of how our focus on anticipation and teamwork can make a difference.

Managing large communities always comes with its own set of challenges, especially when it comes to coordinating a large number of owners with diverse interests. A recent example was in a community of more than 200 homes where major works needed to be carried out to improve the common infrastructure. 

There were significant disagreements among the owners about how to finance the project and what the priorities should be. What we did was to implement a series of briefing meetings with all the technicians involved to explain in detail the works and the options. The aim was to ensure that all owners were well informed and had the opportunity to express their views.

Then, together with the president and his committee, we searched for companies and financial institutions that could offer us the best conditions and maximum guarantees.

This system based on transparency and decision making, which ultimately always corresponds to the community of owners, guarantees a consensus where all the neighbours are comfortable. Meridional is the one who must ensure that contracts and deadlines are met, that laws and regulations are respected and, above all, to be at the service of the owners.

Maintaining strong and effective relationships with our suppliers and other third parties is key to ensuring that the service we provide at Meridional is of the highest quality. The first thing we do is to carefully select our suppliers, ensuring that they share our values of quality and professionalism. 

In addition, we maintain constant and clear communication with them, which allows us to resolve any issues quickly and effectively. I like to think of our suppliers as strategic partners, not just contractors. This means we work together to find solutions that benefit the communities we manage. 

But trust in them has to be renewed. That is why we carry out regular assessments to ensure that the level of service is maintained or even improved over time.