Introduction

Javier Ortiz is much more than a lawyer and property administrator; he is a committed individual. With more than 20 years of experience as a lawyer and 15 years as a chartered property administrator, Javier has built a solid career based on integrity, loyalty and a sense of duty, values that he reinforced from his time as an Ensign in the Spanish Navy. There he learned the importance of teamwork and leadership under pressure, lessons he applies today at Meridional, the company he has helped to make a benchmark in property management on the Costa del Sol.
This interview will allow us to get to know not only his professional vision, but also his human and close approach, which is his personal hallmark in a sector where direct contact with people is essential.
Interview
1. Javier, thank you very much for joining us. First of all, can you explain to us what are the functions of a property manager and how they are integrated in the daily work at Meridional?
Thanks to you. A property management office covers everything from financial management, such as budgeting and optimising resources, to administrative management, including the organisation of meetings and the drafting of minutes. We also manage the maintenance and upkeep of the properties, ensuring that everything is in good condition. This is the part that Domingo coordinates with the rest of the team.
My job is to co-ordinate all the legal advice and ensure compliance with legislation and regulations that directly affect our administration work, and any response we give to a query or action taken in a community must be covered by the law.
At Meridional, we approach all these functions with a focus on efficiency and customer service. We do all of this as a team, which ensures that every aspect of management is covered in a professional manner.
2. How did your time in the Spanish Navy influence the way you work at Meridionall?
My experience in the Spanish Navy, where I served as a Quartermaster Ensign, taught me values such as integrity, loyalty, responsibility and sense of duty. These principles are the ones I apply in my work at Meridional.
In the Navy I learned the importance of teamwork and the need to always be prepared for any eventuality. There are always very adverse situations during some exercises at sea where, despite being under pressure, the team overcomes them thanks to coordination and effective leadership. That's the same approach I like to pass on, because it really works in any situation, no matter how difficult it is.
3. How is work organised at Meridional and what role do the different team members play in day-to-day management?
At Meridional, each team member has a specific role that is essential to making our work successful.
Domingo Ariza, our manager, coordinates the overall strategy and day-to-day operations, making sure everything runs smoothly. His experience as an administrative and accounting controller allows us to provide a systematic, practical and meticulous service.
Alina Bertol, with her extensive experience in customer service and administration, handles many of the day-to-day tasks, ensuring that owners receive quick and efficient responses.
Katherine Montoya is the person who keeps everything organised internally and also handles customer enquiries with admirable efficiency.
And finally, Fran López is our communications and marketing consultant, helping to ensure that our way of doing things, the quality of the work we do, reaches everyone.
4. Could you elaborate on your relationship with Domingo Ariza and how you work together to ensure the best management of the communities?
Domingo and I form a truly effective tandem. He has a very clear vision of administrative and accounting management, which perfectly complements my approach to legal oversight. We communicate constantly to ensure that all decisions are made in an informed and strategic manner. One of our strengths is that we share this way of working: anticipation and planning.
5. How do you handle incomprehension on the part of an owner when you don't give the answer he wants?
I understand that sometimes it is not easy to accept an answer that does not match what an owner expected or wanted. In those situations, I try to handle it with empathy and transparency.
I explain clearly and in detail the legal or regulatory basis for my response, always showing that my aim is to protect the interests of the whole community.
It is important for owners to understand that my recommendations are not based on personal opinions, but on what is best for the community and in accordance with the law. I am also always willing to listen to their concerns and look for alternatives within the legal framework that can meet their expectations. The key is to maintain an open and honest dialogue, showing that we are on the same team, working for the well-being of all.
6. What importance do you attach to lifelong learning in your career?
Continuous training is not an option, it is an obligation, especially in a sector that is constantly evolving. I have to keep up to date with regulations, trends and technologies, and I try to participate in courses and seminars that allow me to continue providing our members with a quality service, based on up-to-date and relevant knowledge.
7. How do you manage cultural, generational or socio-economic diversity in the communities you manage?
Diversity is an enriching factor, but it can also be a challenge. My approach is to encourage dialogue and understanding among owners. Listening to different perspectives and finding solutions that consider everyone's needs is key to maintaining harmony in the community. I also try to be sensitive to cultural and generational differences, which helps me to manage expectations effectively.
8. How do you manage the relationship with local authorities and other public bodies to ensure compliance with regulations?
Maintaining a good relationship with the authorities is essential to ensure that all our actions comply with regulations. I work closely with public bodies to keep abreast of any changes in laws or regulations. This not only allows us to act in accordance with the law, but also to anticipate potential problems and resolve them proactively.
8. With all your experience, what have been the biggest challenges you have faced as a property manager and how have you overcome them?
The COVID-19 pandemic was undoubtedly one of the biggest and most complex challenges I have faced in my career as a property manager.
From one day to the next, we were forced to adapt our way of working, implementing security measures that changed daily, communicating successive alarm states, managing emergency situations and, most importantly, ensuring the health and well-being of the owners.
One of the main challenges was to maintain fluid communication with neighbours, at a time when uncertainty and fear were predominant. We sent dozens of emails, posters in Spanish and English with recommendations and instructions coming from the government, in short, we could not relax.
Another challenge was to quickly implement digital tools to ensure that absolutely essential owners' meetings could be held securely and efficiently.
In addition, we had to manage the reorganisation of essential services for the communities, such as cleaning and maintenance, to comply with various regulations and ensure the health of all.
My training as a mediator was crucial during this period, helping to manage tensions and conflicts that arose due to the exceptional circumstances. The key to overcoming this crisis was anticipation, flexibility and, above all, teamwork, which allowed all decisions to be made in an informed and consensual manner, always keeping the welfare of the community at the forefront.
9. What trends do you see in the future of property management and how is Meridional preparing?
In the coming years, property management in Spain faces several key challenges that we are already seeing and addressing at Meridional. The first is the digitalisation and automation. We have already implemented software tools that allow us to more efficiently manage meetings, incidents and communication with owners. Technology is changing the way we interact, and adapting is critical.
Another important challenge is the sustainability and energy efficiency. Communities are increasingly interested in adopting measures that reduce energy consumption and are environmentally friendly.
With increasing digitisation, it has also become crucial to pay attention to the security and cybersecurity. When handling sensitive owner data, it is our responsibility to protect that information. We are investing in cybersecurity measures to ensure that all the platforms we use meet the highest standards of privacy and data protection.
Another fundamental aspect is the personalised attention and tailor-made services. Owners are no longer just looking for standard management; they demand services tailored to the specific needs of their community.
Finally, I believe that an important challenge for our sector is the further training and specialisation. Regulations change rapidly and the advance of technology forces us to be constantly learning, and at Meridional we are always up to date with the latest trends, laws and technologies.
10. What are your professional development plans and those of Meridional in the coming years?
Personally, I will continue to focus on key areas such as technology law and advanced mediation, as they are fundamental to the future of our profession. For Meridional, our plans include expanding our client base and continuously improving our service, always with a focus on quality and personalised attention. We want to continue to be a benchmark in property management, recognised for our efficiency and our dedication to our clients.
11. Finally, could you share an anecdote that sums up your approach to teamwork at Meridional?
There are hundreds of anecdotes that almost always have to do with misunderstandings of legislation in Spain, bureaucracy, conflicts between neighbours, especially over damp, leaks, or those who abuse the common areas.
Sometimes situations are serious or more complicated than a simple explanation, but at Meridional, we apply a similar approach: Domingo and I plan the strategy and first steps, Alina keeps the owners informed and reassured, Katherine organises all the necessary documentation, and Fran manages the communication. Thanks to this coordination, we managed not only to resolve the conflict, but also to strengthen the relationship with the owners. This experience reinforces my conviction that teamwork is the key to overcoming any challenge.