My name is Harjinder Singh, property manager at KPJ Property Services that I established in 2018.

I’m proud to partner with Birmingham City Council in the private leasing sector, providing temporary accommodation for those in need. This initiative allows us to deliver safe, high-quality housing solutions for vulnerable individuals and families, helping to address the urgent demand for temporary housing. As a Property Manager I prioritised fostering a strong sense of community within our properties and a culture of safety and sustainability, ensuring that all our properties adhere to the latest building safety regulations. This commitment has not only protected our tenants but has also enhanced our reputation as a responsible property management company. We supported local small businesses and independent contractors.

Beyond our core operations, we actively participated in local activities. Monthly charity donations have supported various causes, while our free property mentoring program has empowered young individuals to explore career paths in the property industry.

I’m proud to state that my staff are paid the real living wage, ensuring they receive a fair and sustainable income. This commitment to employee well-being has fostered a positive and productive work environment. KPJ’s employees have different ethnic backgrounds. Over the past 3 months, I worked closely with my colleagues to implement specialised training programs designed to address common workplace challenges and promote mental health.

Under my management the company's social media developing day by day. My goal was to not only inform the public about our work and services, but also highlight the personal impact of our team members. By showcasing the personal stories and accomplishments of our team members, I aimed to foster a sense of pride and motivation within the organisation.

This approach not only highlighted the valuable contributions of our employees but also strengthened our connection with the community.

Through effective communication, collaborative problem-solving, and commitment to building trust with leaseholders, I have been able to resolve these issues and maintain a positive living environment for all residents.

Due to high demand of social housing and our growing portfolio we faced a problem with timing for day-to-day repairs, as majority of the contractors were involved into preparing new properties for lettings. A plan on how to decrease the current 14 days turn around period has been successfully implemented in the past 6 months which allowed the company to dedicate more time for day-to-day breakdowns and shorten the current time frames.

Our company currently manages more than 300 properties (Private, Social housing, HMO), and the number grows monthly.

Reach out to us

We’re here to assist you with any questions or concerns you may have. Don't hesitate to reach out to us for more information or support.