Bridging the Gap: How Boards and Professional Advisors Can Work Smarter Together

For the past seventeen years, I’ve been deeply engaged in the condominium industry as an engineer, director, and educator. In my experience, the most common stumbling block boards face is not necessarily technical in nature but rather how they work (or fail to work) with the professionals they hire. As someone who straddles both worlds, advising boards professionally while serving as a director myself, I’ve seen firsthand the misunderstandings and inefficiencies that can arise. But I’ve also seen how much better things can work when boards and advisors collaborate effectively.

This article offers a few practical insights for boards looking to get the most out of their professional relationships, drawn from my experience both engineering solutions and serving as a board member.

One of the biggest sources of conflict I encounter is when the line between governance and management gets blurred. Boards govern. Professionals advise. Managers execute. That distinction might seem obvious, but it can quickly get muddied when a board member starts micromanaging a contractor or when a consultant oversteps into policy decisions. As an engineer, my role is to present the facts, outline risks and options, and recommend solutions, but ultimately, it’s up to the board to decide which direction to take. Understanding and respecting these boundaries keeps the relationship productive and reduces unnecessary friction.

Every board wants value for its money, and understandably so. But value doesn’t mean expecting professionals to deliver what was never scoped or agreed upon. I encourage boards to take time at the beginning of each project to define expectations clearly. What deliverables do you want? When? How often should updates come, and in what format? As an engineer, nothing is more helpful than a board that can articulate its priorities so that I can align my work accordingly.

Conversely, boards should also expect their professionals to be proactive in setting scope boundaries and clarifying any misunderstandings early. When both parties take the time to do this up front, projects run smoother and budgets stay intact.

Too often, boards approach professional relationships purely as transactions. While it’s important to control costs, it’s equally important to build trust. Professionals who feel trusted and respected are more likely to go the extra mile, to flag issues before they become problems, and to offer candid advice. I’ve worked with boards who took the time to understand how I work, who asked thoughtful questions and listened to the answers, and those projects consistently delivered better results.

Trust is not a blank check, though. It’s built through clear communication, holding everyone accountable, and treating each other as partners rather than adversaries.

One of the best qualities I see in effective boards is curiosity. Directors who ask questions, seek to understand the “why” behind a recommendation, and challenge assumptions in a respectful way are invaluable. But it’s also important to know when to trust the expertise you’re paying for. If you’ve chosen the right professionals, let them do their job. Asking questions to learn is productive. Asking questions to second-guess or catch someone out is counterproductive.

When in doubt, ask your professional to explain things in plain language. As an engineer, I pride myself on being able to translate technical jargon into actionable advice that directors without an engineering background can understand and feel confident about.

Finally, recognize that not every relationship will be a perfect fit forever. Boards change. Professionals change. Needs change. If you find that your current advisors are no longer meeting your expectations, have an honest conversation with them. See if the issues can be resolved. If not, don’t be afraid to make a change. On the other side of the table, I always appreciate a board that gives me candid feedback and a chance to course correct before moving on.

Serving on a condominium board is a big responsibility, and the stakes are high for your building, owners, and community. Having the right professional advisors makes that job easier. But getting the most out of those relationships requires work on both sides. Clear roles. Clear scope. Trust. Respect. Communication.

As someone who works on both sides of the table, I can tell you that the boards who embrace these principles don’t just avoid problems, they create better outcomes for their communities and make the job of serving a little less daunting.

If you take one thing away from this article, let it be this: your professionals are not just service providers. They are partners in the stewardship of your community. Treat them as such and you’ll be amazed at what you can accomplish together.