This article discusses NSW strata manager salary trends and how growing role complexity is shaping the profession in 2026.
Strata management in New South Wales is evolving quickly. Increasing legislative complexity, rising expectations from owners, and a tightening talent market are reshaping how strata businesses operate and how managers approach their careers.
In our recent webinar “2026 Strata management insights – trends, challenges and opportunities ahead”, Aaron Petrilli from Property Recruitment Partners shared insights drawn from ongoing recruitment activity and daily conversations with strata managers and business leaders across the state. These insights come from real hiring and retention discussions within the industry rather than formal surveys or theory.
NSW: 2026 Strata management insights – trends, challenges and opportunities ahead | Aaron Petrilli, Property Recruitment Partners – Mar 2026
The session explored what changed in 2025, what those changes mean for 2026, and how both managers and employers are adapting.
Below is a summary of the key themes discussed.
The role of the strata manager in NSW is becoming more complex
One of the strongest themes throughout the session was that the role of a strata manager is no longer defined simply by the number of lots or buildings in a portfolio.
Instead, the role is increasingly shaped by complexity.
Managers are now expected to navigate:
- expanding compliance obligations
- more involved stakeholder relationships
- heightened governance expectations
- faster and more constant communication demands
The job has shifted away from volume-based work toward situations that require judgment, negotiation skills and a deeper understanding of legislation and governance.
For many managers, this change has increased the intellectual challenge of the role. But it has also increased pressure, particularly when support structures have not evolved at the same pace.
Talent shortages continue to shape the NSW strata management job market
Another major topic discussed was the ongoing shortage of experienced strata managers in NSW.
The challenge is not simply the number of people entering the industry. It is also the gap between the capability required and the experience available in the market.
Businesses across the sector continue to compete for a limited pool of experienced professionals. Recruitment timelines have lengthened, and firms are increasingly focused on retention strategies rather than relying solely on hiring to solve workforce issues.
From an employer perspective, the conversation has shifted from “How do we recruit?” to “How do we build environments where managers want to stay?”
What strata managers are really looking for in 2026
The session also explored how expectations among strata managers are changing.
While remuneration remains important, managers are increasingly evaluating employers based on the overall structure of the role rather than just salary or company brand.
Managers today are placing greater value on:
- strong operational and administrative support
- realistic portfolio design
- accessible leadership and escalation pathways
- a stable workplace culture
These factors influence whether a role feels sustainable over the long term.
In other words, managers are no longer just assessing a job offer. They are assessing the business structure behind the role.
NSW strata manager salary trends: why complexity drives remuneration
One of the most interesting insights from the discussion was the evolution of remuneration in the NSW strata sector.
Higher salaries are increasingly tied to the complexity of the work managers handle rather than years of experience alone.
Managers who regularly deal with:
- defect remediation projects
- complex buildings
- difficult stakeholder environments
- large or technically demanding AGMs
are commanding higher remuneration packages due to the specialised skills required.
These NSW strata manager salary trends reflect the industry’s growing professionalisation, where expertise and capability are increasingly recognised and rewarded.
Portfolio design is becoming a critical workforce issue
Another key theme discussed was how the industry measures workload.
Portfolio size is easy to quantify, but it does not always reflect the real demands placed on managers.
A small number of highly complex schemes can require significantly more time and energy than a larger number of straightforward buildings. Issues such as defect remediation, challenging committees, complex AGMs and stakeholder mediation can dramatically increase workload.
As a result, many businesses are rethinking how they design portfolios. Instead of focusing purely on the number of buildings, some firms are starting to consider complexity, support resources and manager capacity when structuring portfolios.
Increasingly, this shift is essential to preventing burnout and improving long-term retention.
What are strata employers doing differently in 2026?
The webinar also highlighted how high-performing strata businesses are responding to these changes.
Rather than treating staffing challenges solely as a recruitment problem, some firms are redesigning their internal structures to support managers better.
Common strategies include:
- strengthening administrative and operational support teams
- experimenting with centralised or offshore support functions
- introducing relief manager structures
- building clearer leadership pathways
- placing greater emphasis on wellbeing and workplace culture
These changes reflect a broader shift in thinking.
Successful businesses are increasingly recognising that the sustainability of the industry depends on designing organisations around their managers rather than simply expanding portfolios.
Where the NSW strata profession is heading
Looking ahead, the session suggested that several structural shifts are likely to shape the strata profession in the coming years.
The role itself will continue to become more complex, businesses will continue experimenting with organisational structures and technology, and talent availability will remain one of the sector’s biggest constraints.
Despite these challenges, the industry’s broader trajectory remains positive.
Strata management is evolving into a more structured and professional discipline, with greater attention on governance, leadership and ethical standards.
For both managers and business owners, the opportunity lies in adapting to these changes early and designing roles and organisations that can support the next generation of professionals.
Watch the full discussion and download the presentation
This session provided valuable insight into the realities facing strata managers and employers in 2026.
Whether you are a strata manager considering your next career step or a business leader looking to strengthen your team, the full webinar offers practical perspectives drawn from real conversations across the NSW strata sector.
Watch the recording and download the presentation to hear Aaron Petrilli’s full analysis of the trends shaping the profession and the strategies that high-performing strata businesses are already implementing.
Aaron Petrilli
Property Recruitment Partners
E: info@propertyrecruitmentpartners.com.au
P: 02 8313 5591
This post appears in Strata News #782.
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Read next:
- NSW: Q&A How managers can assess a strata company’s ethical culture during the interview
- NAT: Professional Standards for Strata Managers
- NAT: A Fair Future For Strata: Navigating the Crossroads of Strata Management Fees
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