Rory Somerville is Managing Director of Ray White Bendigo, a business of around two thousand properties run by a team of forty-five with close to fifteen more offshore. He was among the first principals in the country to move his business onto Ailo, and retention, not acquisition, is the number he watches. He is also unusually candid about where the business started.


“We swapped to Ailo when we weren’t an excellent business. We were probably an OK business,” he told the room at a recent industry panel in Adelaide.

The conversation that started it had nothing to do with software. Rory and his business partner were talking about how to become the easiest person in property management to be employed by. 

What the day actually looked like explains why. Property managers arrived, sat down, opened their email, and used the inbox to decide which fire to put out. 


“Emails were just flying left, right, and centre and you would reply to one email and then you go to the next one and then the first one’s replied and then all of a sudden you’ve done nothing for the day other than deal with two different things.” 

The work itself was scattered across separate programs, one for inspections, one for messages, another for the ledger, each with its own login and its own logic.
Now the order of the day is inverted. 


“The first thing we do is we look at our projects, we’ve got a structured approach to the day,” Rory said. “Anyone that’s structured and consistent and has steps to follow is going to be more efficient.” 


Messages are the second or third thing a property manager touches, not the thing that sets the agenda.
The consequence he did not anticipate came from one of his own property managers. Ahead of a speaking engagement, he asked her what she would say if she were the one on the panel. Her answer was not about software. “She said, oh, I just love the fact that I can have sick leave and actually be sick, rest, relax, and come back recovered.” For Rory, that landed as an indictment of the industry rather than a compliment to a platform. 



Since the right to disconnect became law, every principal in the country carries a sharper obligation to their team’s mental health. Rory’s view is that the obligation is easier to meet when a business does not depend on any one person’s private way of doing things. His team now book annual leave and take it. 

When somebody is sick, they are sick, and the portfolio keeps moving without them. Nobody has to choose between recovering and keeping their portfolio in order. 

What he did not expect was to find that showing up in the accounts. He and his business partner went back through the balance sheet and compared the trajectory of their employee obligations before the change and after it.



A team that rests is a team that is not carrying an unused entitlement the business has to hold against.

The other change sits further from the team and closer to the ledger. Because money no longer waits for the month to close before it moves, the business holds far less of it at any one time. "One thing with Ailo is you hold less money," Rory said. That made the business a lower risk to its insurer, and it renegotiated its professional indemnity premium down on the strength of it.

Rory does not offer any of this as a single reason to change, he calls them by-products, the sort of thing a legacy system never puts in front of a business owner because it was never built to look. 

His point is the one worth reflecting on; the business set up so its people can rest and the business carrying less on its balance sheet are not two different businesses. They are the same decision, seen from two ends.

The Hidden ROI of a Happier Property Management Team

Ailo co-founder Ben White joined Kylie Walker on The Property Management Podcast this week for episode 271, The Future of Property Management: AI, Innovations and Software.

For years, property management has defined itself by its tasks - collecting rent, coordinating maintenance, managing tenancies. 

Ben's argument on the episode is that this framing has always sold the profession short, and that the next decade will prove it. 

The future of the industry is not technology replacing people. It is technology removing the repetitive administration that consumes a property manager's day, so that time can go where the value actually sits - the relationships with owners, renters and the communities around every property.

That reframing changes how an agency should think about its technology decisions. Rather than comparing platforms feature by feature, Ben encourages business owners to choose partners on the strength of their long-term vision, and to use the capacity that automation creates to rethink what exceptional service looks like. 

The thread running through the whole conversation is a simple one - the more the industry invests in people and relationships, the more valuable property management becomes.

Charcoal

From there, the conversation ranges widely: the evolving definition of property management beyond its traditional task list, technology as a tool that lifts customer service rather than a threat to it, the win-win-win shape of a genuinely service-led business, the role regulation will play in separating agencies on service, and what AI and robotics might mean for the profession over the longer arc. 

It closes on the practical question that matters most to anyone in the industry today - how property managers future-proof their careers and businesses as the ground shifts.

Ailo is the podcast partner of The Property Management Podcast, founded by Kylie Walker which reaches an audience of property managers, department heads and business owners, around Australia, every week. 

Over the coming months the series will feature more voices from across the Ailo community, the people running departments and portfolios day to day, on what actually changed when their systems changed.

The future of property management is more human, not less

Corrine Forsyth has watched Ailo grow up. "We were client number four when Ailo first arrived on the scene." she told the Fortitude Valley panel. Four years on, the parts of the job she once dreaded have quietly stopped being a job at all.

Corrine leads the property management teams at Ray White Beenleigh and Ray White Redland Bay, part of a group operating across South East Queensland. What pushed her to move, half a decade ago, was trust accounting. 

Payments were landing in the account with no reference against them, "just rent, or a number," she said, for a business managing hundreds of properties. "Who is this for?" She had come to resent the hours it took. "There's so much better use of my time supporting my team than sitting there doing anything to do with tenants paying rent."

The clearest measure of how far that has travelled came at the end of the financial year. Asked what the period looks like now, Forsyth was almost dismissive. "It's just a Wednesday. Just doing my emails." The event that once dominated the calendar has become a non-event, and that calm is the point.

Being early meant she watched the platform expand from a single function into the operating system for the whole business. 


She lives in the team dashboard; her virtual assistants work from it; the projects tell everyone what is due and when. The spreadsheets are gone, lease renewals included, and smoke alarm compliance sits in the same place. 

Consolidation is a running joke with her principal. When Ailo released 360 inspections, her team plugged in the cameras they already owned and retired a separate program they had paid for alongside a legacy platform for years, at no extra cost. "Glenn and I agree that it’s good news when you can strategise arounds costs, letting go of unnecessary expenses is always welcome ." He no longer asks her how anything works. "Glenn does not need to ask me questions anymore, because I've taught him how to use Ailo."

Part of what has kept her invested is being heard. "If my team puts in feedback and you implement it, you shout them out on the monthly, so it makes them feel really heard," she said, and the younger staff in particular treat each new release as something to explore.

The people she expected to resist turned out to be the strongest advocates. Owners now consolidate properties onto the platform so they can move between them regardless of location, and they update their own details, insurance and payment methods, and check when the next inspection is due, all of which has taken the follow-up calls away. 


Compliance sharpened the case. Forsyth is candid that most businesses do not appreciate their exposure until someone audits it. When she moved that work to DC Smoke Alarms, an entire role's worth of manual updating disappeared, tenant details synced, and the risk became visible. 

"I can go into our dashboard and within thirty seconds see if there's any compliance issue across the whole rental."

Four years in, the through line is the same one that first sold her. The work she never wanted to do has simply gone quiet.

End of financial year is just a Wednesday

Jessica Calvert, Property Management Operations Manager, Harcourts Solutions. Brisbane. 3,500 properties

When Harcourts Solutions weighed up moving to Ailo, nothing was broken. That was the difficult part. "We actually had a really great business," Jessica Calvert told the room at the Ailo After Hours panel in Fortitude Valley. 


Jessica runs property management operations for the Brisbane agency, a portfolio of around 3,500 properties. What was running smoothly, on closer inspection, was a team holding twelve separate pieces of technology together by hand. "None of which spoke together," she said. "It wasn't a great ecosystem." A new starter was handed a 700-page manual the team called the Bible, a document of screenshots explaining which task lived in which system, and where the same information had to be entered for the fourth time. What Calvert wanted was one platform, and a single standard way of working that lived inside the tool rather than in a binder. 


The change showed up first in small operational moments. Her leasing team used to cancel open homes halfway through the day because nobody had seen that a lease had been signed or a receipt paid overnight. 


The larger return has been retention, of business and of people. Because the work is consolidated, the team no longer wakes in the middle of the night remembering a task they missed, and they can take leave knowing exactly where every property stands. Calvert does not treat this as a soft benefit. 

The part that surprised her most was the response from investors and renters. When Harcourts folded in a rent roll it had acquired, moving roughly a thousand more properties across, the new owners rated the experience ten out of ten within the first fortnight. 

A single newsletter noting that one payment change could save landlords thousands on their mortgage prompted about five hundred of them to switch to daily disbursements within half an hour. 

"That's us putting money back in the pocket of our investors immediately." 

At their first end of financial year on the platform, Calvert counted around two owner queries across the entire 3,500-property business.

Compliance was the one decision her whole team agreed on. Facing the risk that sits on the licensee, Calvert put the question to the room. 





The certificates now sync into the platform, the dates stay current, and an exception report shows anyone not connected. "That's Jodie's licence on the line," she said, and for the first time it is a part of the business she does not have to think about.

None of this required a business that was failing. It required a business willing to change while it was ahead.

Why great businesses choose to evolve

White

When Esther Sebbens talks about the software the industry has relied on for decades, she makes a distinction most people in the room have never heard put so plainly. The tools were built around the trust account, she argues, not around the property manager. For most of her career that meant the technology looked after the money and left the actual work, the repairs, the inspections, the renewals, the chasing, to whatever patchwork each office could assemble around it.

At Blackshaw Belconnen, the family agency she runs as Managing Principal, that patchwork had grown to the point of fatigue. Her team was moving in and out of a rental platform, a separate database for the offshore team, an inspection tool, and a handful of other bolt-ons, learning each one and stitching them together by hand. 

“There was a little bit of tech fatigue happening, having to jump in and out of stuff,” she said, describing a working day that could touch five or six separate tools before a single task was finished.

Preparing a single tribunal matter for ACAT could mean pulling records from several systems at once. “This is not what productivity looks like, and it’s not what I want my team doing. We have better things to focus on,” she said. 



“Of course we have to attend to ACAT matters, but it shouldn’t stop the business for hours or days at a time.”

What drew her to Ailo was not a feature. It was a category shift. 



Her team took to it faster than a hardened property manager might expect, and she thinks the reason is telling. 

“The majority of my staff actually aren’t from a property management background, so they were willing to embrace the change,” she said. “Everybody has had exposure in different industries to project management, so it made sense to move to this.” 

The office already ran on tight procedures and checklists, and those carried straight across. “Because we had tight procedures and checklists, we were able to move those pretty much straight into Ailo, and the projects and actions were already set. It felt familiar.” It was, she adds, a good deal more intuitive than the database they had been running.

The most concrete change was one she felt in her own week. Blackshaw Belconnen had bought a rent roll over six years, which left Esther disbursing three times a month, on the fifteenth, the twenty-fifth, and at end of month. Moving that burden onto the platform gave her a full day back every month. 

The rollout to renters was calmer than she expected. Her team identified the people likely to find the change hardest, called them personally, and left existing trust payments in place rather than forcing anyone across. Three complaints, in total. On the busiest day for receiving funds out of trust, the day after public service payday, twenty-two transactions now take about five minutes.

As a principal, Esther reads the wider market from where she sits. Investors are better informed than they were, and they are starting to expect the visibility and the faster access to their money that a platform like this makes possible. 





An investor who can see funds building in their wallet can draw them down for a bill when they need to, rather than waiting for the calendar. Her warning to peers is unsentimental. “Those agencies that aren’t doing this will start missing out on business.”

Her own view of the change is just as direct. “Change can be really scary, especially when you know something in your sleep,” she said. “But you’ve got to keep moving with technology. If you don’t, you’re going to be left behind.” Once the team had settled in, she found that much of the manual work they used to do by hand had quietly become redundant, absorbed into the platform. “The system will do it for you.”

Property management software was never built for property managers

Melissa Jerzyna, Director at LJ Hooker Penrith, on the 2am emails, the end of month she forgot, and what changed when compliance stopped being hers to carry.

The person who told Melissa Jerzyna that something had to change was not a colleague, or a coach, or anyone from the industry. It was her husband. 

He had watched her work at the computer late into the night, week after week, and eventually he put it to her plainly. "Are you listening to this?" he asked her. "Why aren't you doing any of this?" She had been in property management since 2001, and by her own account she was very good at it and completely worn out by it. "I felt like I was constantly chasing my tail," she says. He wanted his wife back.

She is now a Director at LJ Hooker Penrith, one of the most awarded property management offices in the LJ Hooker network, and she has spent the last few years describing to rooms full of her peers what happened next. She did not go looking for a better version of what she already had. 


What she found on the other side took some adjusting to, and she is candid about that. Everything in the new system was a project, and the word itself nearly undid her. 




Once she did, the rest of the office followed. She measures the change in the small things a manager notices. Her team stopped arriving at eight for a nine o'clock start. Computers started closing at five. She leaves at half past five herself, which she describes as a miracle, and the work is done when she does.

The clearest signal came when she was not there at all. End of month arrived while she was in Cairns, and she missed it entirely.

 "I'd actually forgotten it was end of month,"

 she says. Someone asked whether they could avoid scheduling training during it, and she had to ask what day it was. 

"The system does it, and I don't have to do it, and I didn't even remember about it."

 The same is true of holidays, which she used to dread on the way back rather than enjoy on the way out. "What am I coming back to? That's my biggest fear," she says of the old way. Now she returns and tells her team she has actually had a holiday. Asked at one event how Ailo makes her feel, she gave a one-word answer. "Relaxed." Asked what she would do differently, she gave another. "I would have done it sooner."

Compliance was the last piece to fall into place, and in some ways it was the one that mattered most, because it was the one carrying the real risk. Smoke alarm compliance is the kind of obligation that is easy to assume is handled and expensive to be wrong about, and for years it lived in a separate system, kept current by whoever remembered to update it. 

In April 2026 Melissa moved her portfolio to DC Smoke Alarms, the embedded compliance partner that now sits inside the Ailo workflow, and the change is one she describes in the language she uses for everything else that has worked. 



The point, for her, is not that the work disappeared. It is that it stopped depending on memory. "The streamlined system has saved us time, improved efficiency, and given our team complete confidence that our compliance obligations are being managed effectively," she says. That word, confidence, is the one that does the work. In a portfolio the size of hers, the difference between believing you are compliant and knowing it is the difference between a business that is exposed and one that is not.

It fits a pattern she has come to expect. "You don't have to go from one program to the other," she says. "Everything feeds straight back in. It all comes back to Ailo as one central place." She says much the same about the support behind it, which she rates as second to none. "There's no stupid question," she says, and in her job there are a lot of questions.

What she describes now sounds less like a software change than a change in the weather. "I reckon I'm a happier person than what I was two years ago, and I say that with full confidence," she says. Her team have stayed, which in this industry is not nothing. "My team have never been happier, and I've retained the team." She spent a long time waiting for the right moment before she moved, and she has a view on that too, for anyone still waiting. "There is never a right time, but you don’t need to overthink this, Ailo is the only way to go."

Twenty-five years in, and never more in control

Take away the tedium, and what is left is the relationship

Parm Singh spent fifteen years in hospitality before he ever sold a house. It shows. Ask him what makes Wemark Real Estate different from the franchises around it, and he does not talk about fees or coverage or scale. He talks about picking up the phone.

Lavender

That instinct built a business. Since 2018 Parm has grown Wemark to more than 440 properties under management in Adelaide, every one of them won organically. "We've never bought anything," he says, and he means it as a point of pride. He signed the early managements himself, before he had a BDM to help him. He also runs teams in Dubai and India and flies out every couple of months, yet he still calls Australia home. "That's where my kids are."

A book like that, held by a small team across time zones, only works if the machinery underneath it behaves. For a long time it did not. The reactive burden of legacy property management has a sound, and every principal knows it: the phone ringing the moment a disbursement lands a day late.

"If the tenant was late for a day and missed our mid-month disbursement, and we've got a disgruntled landlord calling, where's my money? They think we are not paying them."

The money was there. The problem was that nobody outside the office could see it.

Parm is, by his own description, "a very big technology fan," the kind of operator who books software demonstrations for the pleasure of it. 

"I like to try out things which can improve the systems and provide a better service to the clients."

 He sat through several before he moved to Ailo, and what he was looking for was not a feature list. It was relief. 

"Ailo is user friendly. It's not complicated." 

He wanted less money sitting exposed in the trust account too, where Wemark once held hundreds of thousands at a time and now holds a small fraction of it.

The relief arrived on two fronts. His investors can now see when their money has been paid, and move it themselves when they want to, and the anxious calls have gone quiet. "Now they can actually see. It's much better that way."

And the tedium that used to sit between Parm and his clients has thinned right out. The manual transactions his team once processed by the hundred every day now run to ten or fifteen, and he expects to be rid of them entirely. Renters paying directly means fewer wrong references, fewer payments landing against the wrong account, and fewer of the quiet errors that fill a property manager's afternoon. 

"Less stress, less admin work, less reasons to make mistakes."

Put the pieces together and you arrive at the thing Parm actually wanted. His team is no longer doing the same work over again across several different programs, which means the hours they used to lose to administration are hours they can now spend on people. Ask him whether that is the real return, and he does not hesitate. "Exactly."

It is why he is not slowing down. The target is 500 managements by the end of the year, and to double the book within two to three years, still without buying a single one. And when the question turns to whether he would tell other South Australian businesses to make the same move, the hotelier answers the way he answers everything, personally and without a pause. "Yeah, of course."

Property management that stays personal as you grow

Compliance is the risk most agencies never quite see. Luke Curran, Head of Property Management at Ray White Upper North Shore and Northern Beaches, saw it early and got ahead of it across 1,500 properties.

There is a risk sitting in most rent rolls that nobody talks about at conference. It does not show up in a monthly report, and it rarely announces itself until something goes wrong. It is compliance, and the reason it stays quiet is structural: a manual process only tells the truth as often as someone remembers to update it. Between updates, a property can drift out of step with its obligations while every report still reads as fine. Most agencies have run this way for years, which is exactly what makes the risk so easy to leave alone.

Luke Curran is one of the operators who did not leave it alone. Across roughly 1,500 properties at Ray White Upper North Shore and Northern Beaches, he ran compliance the way the industry did, by hand, and, being the kind of manager who would rather be certain than comfortable, he was not satisfied with what that approach could and could not guarantee. "A lot of manual work, a lot of risk to the agency," is how he describes the manual method. His concern was never that his team was doing too little. It was that no manual system, however diligent the people running it, can promise it is current at every moment. 

That concern is well placed, because when compliance slips it slips quietly, and the cost lands in two places at once. An investor who is paying for compliance assumes it is handled, so any silent gap chips away at the trust and the value an agency exists to protect. On the other side of any such gap is a renter, relying on a smoke alarm that everyone assumes has been checked. Those stakes are the reason Luke wanted the compliance side of his business to see his portfolio as it actually was, in real time, rather than whenever a person next had the hours to reconcile it. 


The change came through DC Compliance, whose embedded solution now sits inside the Ailo workflow and runs on live data. When someone moves in, moves out, or a new property comes on, the compliance side sees it without a person keying it in again. Luke used the move to consolidate as well, rolling his properties across from five or six separate providers into one. "We rolled them all into DC," he says.

He is just as quick to talk about how the change was handled as the change itself. Rather than a switch flicked from a distance, it was a series of meetings. Marco from DC came to the office, met the whole team, and kept them informed as properties moved across. "It just feels like a family business," Luke says. The same person comes to collect the keys each time, and when he needs something he reaches a person rather than a queue. "I don't have to call and wait for someone to call back in a few days. They're available. They'll look into it and get back to me." He has worked with larger providers before, where a business his size can feel like one account among thousands, and the contrast is part of why this has held. 

The embedded approach has also given his investors a choice they did not have before. Where there was once a single package, there are now three levels of cover, chosen when the management is set up rather than sorted out afterwards. An owner with no corded blinds can take smoke alarms alone, another can take the full cover, and the option simply sits on the agreement, with the setup following from it.

For most agencies, the hard part is not fixing the risk. It is seeing it in the first place, because a manual book rarely shows you the gaps you already have. That is why, as part of the Ailo business package, a complimentary compliance audit is run through the same embedded partner, mapping where a rent roll is actually exposed and setting out a clear path to close any gaps. It turns a question most principals have never been able to answer with confidence into a list they can act on.

None of this would matter without the volume behind it. Some months Luke's team leases forty or fifty properties, and in one recent month thirty new managements came in. "That's so much data entry, so much risk for error," he says. Keeping compliance records current by hand across that kind of movement would be a full-time job on its own, and it would not lower the risk, because the human error would still be there. 

So when competing providers call, as they do at least once a month, the answer does not change. "There's just too much risk," Luke says. 

"For a business our size, we won’t go back, absolutely not."

The quiet risk hidden in every rent roll

Maricel Rigoir spent her career on the trust accounting side of property management. Fifteen months after Paterson Real Estate moved to Ailo, the trust account sits empty, the SA Water bills take minutes, and she is going for her property management licence.

Not long ago, the arrival of the SA Water bills at the Reynella agency meant paper invoices counted by hand, scanned at the photocopier, and paid by cheque. 

"We're in the 21st century, and we are still writing cheques."

Maricel came up through trust accounting and runs the business side of the agency, one with landlords who have been with it for over 30 years. Her mornings ran to the same rhythm for most of that career. "My first thing in the morning is turn on the computer, download the file, and manually receipt," she says. The routine did not pause for holidays. "Even over the Christmas period, we're closed, but that still has to get receipted, because people need their money."

She was not the one arguing for Ailo. Her position when the agency changed platforms was healthy scepticism, and in Adelaide she had plenty of company. "I was someone that was in the beginning kind of anti-Ailo, only because not many PMs, particularly in Adelaide, were using it." The local market, she points out, has long belonged to one legacy platform.

Paterson went live at the end of March 2025. Fifteen months on, she describes the turnaround as a complete 180. 

Cloud

 In the early days she would raise South Australian compliance requirements on a call and hear the change was live a fortnight later. "That's something where I think lots of softwares probably aren't as good at."

Water is where the change bites hardest, because South Australia handles it differently to most of the country. The bill lands with the owner, the agency apportions supply and usage, bills the renter their share, and the owner covers the rest. Every property manager in the state knows what that means for their week. 

"The minute your SA Water bills start hitting your email, you're like, oh God, that's another week of my life gone."

 Now the platform reads the bill for her team. 


Council rates get the same treatment. Around 100 notices arrive in a single file, and because they share a due date, the batch is handled together. 

"You process 100 bills in under 15 minutes," 

she says. "In 120 seconds, you've already got 95 per cent of the information in there."

The bigger change is the one that makes property managers of an older vintage stare. Paterson has no one left in trust accounting. Every payment runs through Ailo, including for those long-standing investors, who she says nearly died at the news they would no longer get a statement in the post. It was written into new agreements as they came up, and the last holdout, an elderly client, recently came across. 


Peers still ask her how it can possibly work. It is the question every trust accountant asks, and her answer comes from the same discipline that once kept her receipting over the Christmas break. The agent is paid first, so the agency is never out of pocket, and rent is held the moment it lands. Supplier bills entered into the platform hold funds too, and owners who try to withdraw against a looming bill get an alert before they do. She recently walked an investor through a $5,000 air conditioning bill with $2,500 held against the property: log in, open the bill, enter the top-up, and the rest comes from the rent on hand. The whole exchange, she says, was a five-minute phone call.

Her bluntest observation is reserved for the industry she came up in. 



The hours the platform absorbed went somewhere specific. "You restructure your day to your relationship base, and from that you grow organically with getting new managements on." Everything sits in writing in the app, file notes are visible to the whole team, and a phone call gets a quick follow-up in chat so there are no grey areas. "You've got more time to then go out and do your routine inspections. It's all about relationship managers."

Ask her what deserves more attention and she does not hesitate. 


Adelaide clients, in her experience, ask a little more of their agents than most. "They don't call us the city of churches for nothing. We're not as transient as what your eastern seaboards are." It is a market that rewards steadiness, and one she expects to keep consolidating onto the platform. Inspections are the last piece Paterson still runs through a third-party provider, and she is watching that module's rollout with intent. "I can see where it's going. [Ailo is] going to build a one-stop shop."

The clearest measure of the change is what Maricel is doing with her own time. The receipting is gone, the cheque runs are gone, and the payments that do not match no longer eat her mornings. 

"People just don't understand how to let go,"

 she says of peers holding onto the old model. She has let go, and she has already decided what the time is for. 

"I said to Simon, I'm going to go get my PM licence. Because I've got time freed up now."

Life after trust accounting, for the person who spent her career inside it, turns out to be more property management, not less.

Life after trust accounting: a South Australian agency's story

Three property managers, at three very different stages, describe the same shift.

Kara Davoren, Allana Neale, and Felicity Apps sat on the same panel with almost nothing in common on paper. One is twelve months into her career. One built her portfolio from a single desk into one of the largest in Western Sydney. One runs a tight team that manages more per person than most principals would attempt. Asked what Ailo had changed, they described the same thing from three different distances.

Kara is the newcomer, and it shows in the best way. She has been a property manager for twelve months, all of it on Ailo, with no memory of how the job used to be done. 

She manages 200 properties and, twelve months in, is already certain she could hold more. 


What lands is not the ambition but the ease behind it. She admits she was frightened of property management before she started, having watched how the pressure sat on people. That is not how she describes her own week. 



 she said. For a room of managers who remember the old version of the job, a first-year property manager who goes home free and wants a bigger portfolio is a quietly radical thing to hear.

Allana is the growth story. She was the first property manager in her business, sitting on 200 properties. It has since grown to just over 4,000 managements and, by her account, the number one operation in Western Sydney. The teams are built in pods, each running around 400 properties with a senior, a property manager, a leasing officer, and an assistant. What made that scale possible, she says, was visibility. 

"Before Ailo, I had no idea how to manage a team," she said. Now, when someone takes leave or calls in sick, she does not spend the morning digging through an inbox to work out what is outstanding. She logs in, sees what was actioned and what is due, and handles the priorities before a landlord ever notices a gap. She is candid that she resisted at first, comfortable with what she knew. 



"Once we transferred over, the capacity and being able to give that good service, it changed everything,"

 she said. 

Her description of the old way is the one every principal recognises. 

Felicity is the established hand who did the hard yards early. Ben first visited her office three or four years ago and, by his own admission, did not convince her on the spot. She interrogated it, then moved. Her team is four people with three admin staff, and three of those property managers manage 750 properties between them, heading towards 250 each by the end of the year. The change she values most is not operational, it is human. 

"There was a lot of anxiety back in the day, people going home to think about work,"

 she said. That has gone. She mentions, almost in passing, that she forgot it was end of financial year that afternoon, and the reports had already gone out. What she remembers of the old life is Christmas. 



When she talks about the move itself, she is honest that the first weeks were rough, and warm about how they got through it, hosting an information night for landlords and taking cups of tea and biscuits to the ones who could not make it into the office.

Three businesses, three completely different areas, and the same sentence underneath all of it. They are each carrying more than they used to, with no more compromise.

What changed at 200, 750 and 4,000 properties

We believe renters deserve more choice, control and visibility over their rent and bill payments. 

That’s why we’ve made it easier for agencies to offer a broader range of payment methods to renters, including the ability to pay by bank account, Centrepay, debit card or even credit card if you want to boost your rewards points.

Paying rent from your bank account is completely fee-free on Ailo — whether you pay manually or set up a recurring payment. Card payments carry a small service fee, always shown before you pay.

Broadly, there are two ways to pay rent if your agency uses Ailo:

By logging into Ailo via the mobile app or your web browser (what we call on-app payments); and

Through methods that don't require you to sign into your Ailo account (what we call off-app payments).

Rent payment options may differ depending on your agency. Please speak with your property manager – or sign in to the Ailo platform – to see the payment options available to you and any associated fees.

None

, there are three ways to pay your rent. You have the choice to make a bank account payment, or you can use debit card or credit card to manage your payments.


Traditionally, some property managers would ask renters to pay their entire rent and associated bills up to 6 days early to deal with clearing times. But when you use any of Ailo’s on-app payment methods, rent is considered paid the instant you tap “confirm” in your app – or, at 1am on the relevant day if you set up recurring payments on a schedule.

Simply type in your bank account details, and Ailo will debit your account for the amount you nominate. You can then choose to save this payment method for future rent payments or set up a recurring payment using the same bank account. You can update or cancel the payment schedule whenever you want through your app.

We’ve found most renters choose to set up automatic scheduled payments from their bank account, so they don’t have to worry about getting their rent in on time.

Some renters, however, prefer to manually initiate their own payments when it is convenient for them, while other renters do not pay their full rent in one payment and take advantage of the fact they can make as many free payments as they like in any amount. 

However you like to pay your rent, you can do it your way in Ailo. 

Because of the way the banking system works, funds will be debited from your nominated account between 7pm and midnight on the day you initiate the payment, and will take 2 days to clear. The clearing status is shown in the app. Importantly, this clearing time does not affect the date you are deemed to have made the payment.

2 & 3. Debit card or credit card payments

Credit cards and debit cards are instant payments, which means the transaction will be immediately authorised, and you will see the funds have left your bank account at the end of the next full hour.

You can either make payments on a one-off basis, or save your card details and set up recurring payments to pay on a schedule. If you set up recurring payments, you can manage or cancel the payment schedule whenever you want through the Ailo app.

Some renters use credit cards to earn points or to manage their own cash flow. Some use cards because they like instant payments.

There are also a number of ways to pay your rent and bills without logging into the Ailo platform via the web or mobile app. Some of these are facilitated by Ailo and some are arranged by your agency.

 is a voluntary bill-paying service which is free for Centrelink customers. Use Centrepay to arrange regular deductions from your Centrelink payment. You can start or change a deduction at any time. 

In addition to all of these payment options, your agency may offer additional methods including the option to pay directly into their 

Regardless of which payment methods you choose, your agency does not earn any commission or payments from Ailo. They simply want to give you a broader range of payment options that work for you.

How to pay rent with Ailo

Sky Gradient

Most people who run a property management business have had the thought, usually late, usually after a day that got away from them. There has to be a better way to do this. They look around at the systems they are holding together, the workarounds their team has quietly built, the things that fall through the gaps, and they wonder whether the businesses that seem to have it figured out actually have, or whether everyone is just holding on.

Some of them have figured it out. That is the part worth sitting with. The future is already here, it is just not evenly distributed. There are businesses in this industry that have crossed to the other side of that thought and are operating in a fundamentally different way to the offices around them. They are not theoretical. They are real teams managing real portfolios, and the gap between them and everyone else is widening. The question for the businesses still standing on the near side of the bridge is not whether the future exists. It is how you get there, and what the crossing actually involves.

That question is the reason Ailo runs study tours.

A study tour is not a conference session, a product demo, or a sales pitch. It is a small group of property management principals and operators spending an afternoon inside a business that has already made the change, hearing directly from the people who led it. No stage, no slides, no script. The host opens the doors, opens up about the process, and answers whatever the room wants to ask. The format exists because the most useful thing a business considering a significant change can do is sit in the room with someone who has already done it and hear, in full detail, what the journey actually looked like.

Recently, a group of some of the biggest and best independent and network operators on the east coast flew into Brisbane for exactly that. The host was Harcourts Solutions, and the people leading the conversation were Jodie Stainton and Jess Calvert.

Harcourts Solutions runs three and a half thousand managements across four offices with a team approaching a hundred people. In the twelve months prior to the study tour, Jodie and Jess had migrated the business onto Ailo, settled a one-thousand-property acquisition, and maintained a ninety-five percent staff retention rate throughout. Jodie described the acquisition as the easiest she had ever done. She said the decision had taken under fifteen minutes because everything was already in place. 


What made the afternoon valuable for the people in the room was not the headline numbers. It was the full journey laid out in front of them.

Jodie and Jess walked the room through every stage. How they first encountered Ailo at a study tour hosted by Ray White Canberra, and came back curious. How they brought the team along, first with a presentation, then with a visit to another business already on the platform, then with a team vote. How Charlene Amber, one of their most senior property managers, had told Jodie she would quit if they went ahead with the change. How the team trained together every Friday in the weeks before migration. How go-live was, in Jess's words, the easiest and fastest data migration she had ever dealt with. And how, five weeks later, Jodie turned to Jess and said something that landed with the whole room: 


The Charlene story is the one that stayed with people after the event. Charlene had been the most resistant voice in the business. On Friday, she walked into the room to talk to the group and used the words happy, calm, and in control. She said she was having the best time she had had in the job in years. The person who was most defensive about the old way had become the most protective of the new one.

Jess described the problem the change had solved in terms the room understood immediately. 



"We could not get parity in how our team did what they did," she said. "They all did a great job, but we just didn't have them all doing it the same way." 

Jodie went further, walking the room through what a client journey used to look like across seven disconnected systems. She described it as ordering a meal where the steak, the potatoes, and the wine all come from different restaurants, and nobody tells the rest of the kitchen when something goes wrong. 

The other thing worth understanding about these rooms is who turns up to them. Last Friday, the room included Rory Somerville from Ray White Bendigo, whose portfolio quietly outperforms agencies several times its size. Marco Di Benedetto from DC Compliance, whose work Jodie credited publicly as the reason she sleeps at night. Kylie Walker from That Property Mum, a consultant who works across several of the businesses in the room. 

Heather Edwards and Karmen Costigan from Harcourts Corporate. All four Harcourts Solutions directors participated, with Brendan, Eddie, and Greg hosting a separate walkthrough of the office for the visiting principals. The ecosystem that gathers around these afternoons, the consultants and partners and operators who have already made the journey and now show up to support the people still considering it, is as much a part of the value as the conversation itself.

Jodie closed the afternoon with a line that has stuck with everyone who was in the room. "If you're sitting on the fence, just don't. Lean over the fence, for God's sakes."

The future is already here. It is being lived in offices like Harcourts Solutions, by teams like Jodie's and Jess's, in front of rooms full of people who are ready to make the crossing. The study tours exist so that crossing does not have to be a leap of faith. It can be a walk through someone else's office on a Friday afternoon, hearing from people who have already done it, understanding the full journey from start to finish, and leaving with a clear picture of what the other side actually looks like.

If you are curious about what one of these afternoons looks like from the inside, talk to your Ailo contact. The door is open.

What the leap looks like from the inside

Growth without compromise: inside Ray White United's 1,100-management year

Ray White United closed the financial year with 1,100 new managements added organically, matching the year before and taking the group past 2,200 new managements across two financial years. For Karl Von Riegen, Head of Department for Property Management, the growth is only half the story.

Karl is direct about what has enabled the run. "We're really grateful for the way Ailo has assisted us. It's a system that enables the whole of the Ray White United team to deliver an exceptional service." The team leans on Ailo's growth tools, projects, actions and everyday workflows to keep service standards high while the portfolio expands, so growth never comes at the cost of retention.

Nobody embodies that better than Kayla Fenech, Ray White United's Business Development Manager and 2025 Property Management BDM of the Year. In March she signed 45 new managements in a single month, in a quiet period with only around 20 inbound leads. The result came from a pipeline of 650 prospects built and nurtured inside Ailo's growth tools, where the system held the reminders, sequences and data while Kayla held the relationships.

"We're all like a really good team, there's a really good culture, and I just love coming to work."

For Karl, the contrast with legacy trust accounting systems is the standstill. 

"Ailo has everything we need to operate at scale presently, but it's continuing to improve in so many ways, which is something that was lacking in the legacy systems. That constant improvement makes us very excited for the new functionality that's coming."

The target for the coming year is 1,300 new managements, alongside a new office joining the group. 


Expansion means opportunity. The group is focused on growing career pathways and attracting more property managers and leaders into the business. As Kayla puts it: 

"It requires a lot of hard work. But it's very, very rewarding for what you do."

Courtney Hall built C & C Realty the hard way. No franchise support, no head-office systems team, no hundred thousand hands to fall back on. Twenty-three years in property management, an independent business grown organically, and a principal who could see exactly what the work was costing the people doing it.

"One of the biggest issues I faced was watching the people around me really drown," she told the room at the Carlton panel, her first as an Ailo ambassador. 

That was the part she could not let sit. As an independent, the load lands closest to home, and the responsibility for it lands on her. The change did not start with a feature comparison. It started in bed one night, thinking the thoughts every principal knows, before a friend in Queensland told her about Ailo.

A migration she did not expect to be easy

Hall has changed systems before. Over twenty-three years she has moved between companies and platforms more than once, so she came to this one braced for the usual.

"I've never seen a migration quite like it,"

22.07.26 | Release Notes

What's New in Ailo

22.07.26

Manual bill payments now show the correct payment method

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