Nuria E. Angelocci is a highly respected and customer-focused chief operating officer of a property management company who is fluent in multiple languages. Her exceptional skills in planning and leading comprehensive marketing and property management strategies have been instrumental in achieving business goals and objectives. Nuria is known for her ability to closely monitor and adapt marketing initiatives to maximize traffic in accordance with the strategic plan.
In addition, Nuria is highly regarded for her role in directing and coordinating all operational activities, leasing, and marketing efforts to protect, preserve, and enhance the value of properties. As an out-of-the-box thinker, she approaches problem-solving with an analytical mindset and is committed to maximizing asset value, customer satisfaction, and revenue. Nuria is also known for her innovative recommendations on new opportunities that can drive revenue and increase brand recognition.
Below are highlights of the interview conducted between World’s Leaders and Nuria E. Angelocci:
Describe who you are as a person, inside and outside of the workplace.
I was born and raised in a small town called Les Borges Blanques, two hours away from the city of Barcelona, Spain. I grew up in a modest family as the youngest of three sisters. Seeing my parents struggle financially made me a stronger person. I have always been a determined and focused person. My two older sisters are also excellent role models for me. They are both career-oriented and have achieved amazing successes in the steel manufacturing and banking industries.
Describe your background and what did you do before you started/joined the company?
I studied advertising and public relations for two years at the University of Barcelona. I came to the USA as an au pair to “improve” my English. When I arrived in the USA, I quickly realized that I did not come to “improve” my English if not to learn the language. Although I could say common phrases like “Hello, how are you?” and individual words like colors, animals, days of the week, objects, etc., I could not maintain a conversation. Because children have a simple vocabulary, learning English as an au pair was effective. I lived with a family in Summit, NJ, for a year. Afterwards, I extended my visa for an additional nine months and moved to Wellington, FL, with another family.
Being an au pair was an amazing experience. I was 19 years old, I did not speak the language, and I had no family in the USA. I met fellow au pairs from all over the world, and it changed me. I made tremendous growth during that experience and it opened my eyes to the world.
After the au pair experience ended, I applied for a student visa and attended Palm Beach State College, where I obtained a bachelor’s degree in supervision and management. I also met, married my husband, and had my first son during that time.
I earned an MBA in Entrepreneurial Management from Lynn University in one year (I was taking double the classes) while I was working full time, I was pregnant with my second boy, and I had a 2-year-old son at home.
I have been married for 12 years to my wonderful husband, Chad Angelocci, and I am the proud mom of Andreu (6) and Kai (4).
Tell us about the inception of the company. How did it all start?
In January 2012, while I was in college, I started my career at CMO of Hunters Run. CMO manages all 23 associations within Hunters Run, a country club community in Boynton Beach, FL. There are 21 condominium associations and 2 homeowner’s associations with a total of 1649 homes. CMO handles the many facets of property management, from the physical supervision of property maintenance to administrative and financial matters. We are a team of 16 (property managers, accounting staff, maintenance technicians, a general contractor, and administrative staff).
CMO was formed in 1991. It is a unique property management company because it was formed and is managed by the homeowners residing within Hunters Run. The president of each association elects the CMO Board of Directors. The CMO Board of Directors hires the COO/General Manager, sets policies and the CMO budget, and serves as the liaison between the association board and its members. CMO is a not-for-profit company. This distinctive structure allows CMO to focus on providing additional services and resources to the associations and homeowners while also working to improve the existing services provided. Another interesting feature of CMO’s structure is that the General Manager’s “bosses” can change yearly. Because of this, it is extremely important that the general manager has a clear picture of the company to create continuity and purpose during the possible changes in the board of directors.
What are your responsibilities as the Founder/CEO of the company? What is the happiest part of your daily routine?
As the COO, I oversee the operations of the company and all 23 associations and manage annual budgets totaling more than $19 million. I have had the pleasure to meet and work alongside amazing individuals during my 11 years at CMO.
Property management is a stressful industry. Although CMO works daily with the individual associations to maintain and enhance their property, the majority of the interactions with the individual homeowners are to report/resolve issues. From roof leaks to pest problems or landscape deficiencies, our office receives numerous phone calls/emails daily from homeowners requesting help with a specific issue. To succeed in this industry, you must be a problem solver with excellent customer service skills.
Many property managers in the industry experience burnout and stress. CMO provides a positive work environment and support to help our employees succeed. Although the industry is known for having a high turnover rate, CMO has been successful in retaining employees and promoting from within.
Getting the right people on the bus is a concept developed in the book Good to Great by Jim Collins. CMO is defined by the people who ride the bus. CMO’s most valuable asset is its employees, not because people are the most valuable asset of a company, but because they are the right people.
As a COO, it is imperative to bounce ideas off the team and have an open-door policy. It is essential for employees to have a voice, a purpose, and to feel that they are an intricate part of the company. The success of an employee reflects and affects the whole company. Creating a culture where employees feel they can work together as a team instead of feeling like they are competing with their teammates helps the overall organization.
What advice would you give someone going into a leadership position for the first time?
I believe that to be a successful leader, one needs to know the strengths and, more importantly, the weaknesses. Being willing to learn and evolve is a must.
The balancing act between a personal and professional life is not an easy one, but somehow, with the support of my husband, family, friends, and work team, we make it work!
