REQUEST VIP coordinates luxury property management around a written operating plan for the residence, owner and local team, subject to verified coverage. The brief should define staff, planned maintenance, supplier control, security, financial reporting and emergency authority. REQUEST VIP is not the owner’s lawyer, accountant, insurer, employer of record or regulated managing agent unless a contract expressly says so.
Key Facts
- A private residence operating plan should name one accountable lead and one escalation route; a group chat is not a control system.
- Preventive maintenance, statutory inspections, insurance conditions and manufacturer service intervals need a dated register.
- Staff payroll, immigration, working time, accommodation and dismissal are jurisdiction-specific employer obligations.
- Every purchase and contractor instruction should follow agreed authority limits, invoices and conflict disclosures.
Private Residence Management
Private residence management keeps a home safe, ready and financially visible whether the owner is present or away. The scope can cover an apartment, villa, estate, chalet or multi-residence portfolio, each with its own asset register and operating calendar.
Start with the luxury real estate service when acquisition, disposal or ownership advice still drives the mandate. Use this operational service after the owner, property, local legal structure and responsible professionals are identified. A concierge may coordinate people and information, but locally regulated management and technical work must remain with authorised providers.
Operating plan and authority map
The opening survey should record critical systems, serial numbers, warranties, keys, access cards, preferred settings and known defects. Photograph condition with permission and store sensitive files in a controlled register. Mark which assets belong to the building, tenant, owner or an operating company.
Create an authority matrix for routine spend, emergency spend, quotes, contracts, staff decisions and data access. It should state who approves a supplier, who may enter the home, who holds keys and what happens when the owner cannot be reached. Dual approval may be appropriate for large payments or changes to security systems.
For a new acquisition, the luxury homes for sale team should preserve completion documents, surveys, manuals, guarantees and closing meter readings. A new development handover additionally needs defect lists, common-area responsibility and warranty deadlines.
Staff, suppliers and household standards
Define every role before recruiting: estate manager, house manager, housekeeper, chef, chauffeur, gardener, engineer, security or seasonal support. The job description should cover working location, hours, reporting, confidentiality, travel, accommodation and required qualifications. Local employment and immigration professionals must confirm the contract and payroll route.
Supplier onboarding should capture legal name, relevant licence, insurance, bank details, scope, rate, emergency contact and conflicts. Any emergency exception to competitive quotes needs a recorded reason and approval. Previous work at the property does not justify permanent access.
House standards can specify room setup, linen rotation, pantry levels, temperature, vehicle preparation, pet care and guest preferences. They should be practical, consent-based and limited to what the team needs. Sensitive family, medical, travel and security data requires restricted access and a retention rule.
Maintenance, safety and resilience
The property calendar should distinguish legal inspections from recommended service. Depending on location and asset, it may cover fire systems, lifts, pools, electrical equipment, gas, water hygiene, HVAC, generators, roofs, shutters, gates, boats or landscaping. A qualified local professional must identify the applicable duties; a generic checklist cannot do that.
Record each visit, finding, quotation, approval, repair and next due date. Repeated resets without diagnosis should be escalated. Capital works need scope, drawings where required, permissions, insurance confirmation, tender comparison and staged acceptance. Keep warranties and before-and-after evidence together.
An emergency plan names local numbers, evacuation points, shut-offs, insurer, building management and approved response contractors. Test communications and backup power where relevant. The manager should know what can be authorised immediately to protect life or prevent damage and what still needs owner approval.
Budget, payments and owner reporting
Build the annual budget from contracts, service intervals, staffing, utilities, insurance, taxes, consumables and a clearly labelled contingency. Reports should separate budget, committed cost, actual invoice and cash paid. They should also show overdue actions, incidents, insurance claims and large decisions rather than presenting only a monthly total.
Protect changes to bank details with an independent verification step. Reconcile deposits, staff expenses, petty cash and supplier credits. The owner’s accountant determines records, tax treatment and reporting; REQUEST VIP can coordinate delivery but does not certify the accounts.
For a rented asset, link the plan to the exact luxury property rental contract. Tenant repairs, owner repairs, deposits, inventory, access notice and check-out must follow local law. For an investment-held property, the luxury real estate investment model should use actual operating data rather than a manager’s optimistic budget.
Arrival, absence and project handover
An arrival checklist can cover cleaning, temperature, food, flowers, cars, communications, security and guest rooms. It should have a verification time and named person, not an unconfirmed request. An absence checklist covers water, climate, shutters, refrigeration, vehicles, mail, pests, works and periodic visual inspection.
At contract end, return keys, credentials, deposits, documents and owner data through a signed handover. Transfer open incidents, warranty claims, staff matters and prepaid supplier balances. Access for former employees and vendors should be removed on the agreed date.
Engagement terms
The written scope should distinguish coordination, direct management and third-party services. State normal hours, emergency channel, owner availability, response targets, procurement rules, mark-ups or referral fees, travel costs and exclusions.
How It Works
- Share the property, occupancy pattern, household, existing staff, systems, risks and current contracts.
- REQUEST VIP maps responsibilities, local professional roles, access, approval limits and missing records.
- Approve an operating plan, annual calendar, budget format, emergency protocol and reporting cadence.
- Review incidents, spend, maintenance and service levels on an agreed cycle, updating the plan after material change.
CTA
Send REQUEST VIP the residence location, occupancy plan, team and current supplier list. The team will confirm available coverage and define responsibilities before access or spending authority is granted.