SUPPORT our candidacy as NEW members of the Board of Directors
¿Who we are?
During 2025, we worked consistently, practically, and pro bono with the Board of Directors and Management as members of the Infrastructure Committee. Many owners will recognize Christian as the person who oversaw the building's painting and air-conditioned balcony projects on a daily basis, ensuring compliance with the approved scope, monitoring worker safety, demanding quality workmanship, and ultimately guaranteeing that our funds were used successfully to improve the building.
Why DID WE BREAK WITH CURRENT MANAGEMENT?
We are no longer part of the Committee.
About three months ago, the Infrastructure Committee, of which we were part of, came to an end after a serious conflict.
The Chairman of the Board tried to impose a measure requiring pre-authorized access to all tenants’ apartments for any kind of work or modification , even minor ones (such as hanging a picture), as a general control mechanism within the building.
This meant that the Administration would need to be authorized to access the apartments to supervise any work, without a clear definition of how this would be implemented in practice. We consider this proposal excessive, invasive , disproportionate , and legally questionable. Furthermore, it lacked an implementation plan.
Marcos formally expressed his opposition and requested an open and reasoned discussion within the Committee and with the Board of Directors. This request was rejected by the President, who unilaterally removed Marcos from the Committee without any explanation to either Marcos or the Committee. Faced with this situation, Christian also decided to resign, believing that the Committee he led was being deliberately obstructed by the President of the Board, who was making authoritarian decisions that were detrimental to the PH.
The refusal to engage in dialogue, the authoritarian decision-making, and the manipulation of information by the Chairman of the Board made it clear that it was no longer possible to continue collaborating under the current leadership.
Structural problems
THAT NEED TO BE URGENTLY ADDRESSED
After more than a year of close work with the Board and the Administration
We identified serious problems that require immediate attention.
Authoritarian and centralized leadership
- Management based on control and confrontation.
- Decisions concentrated in a single person.
- Zero tolerance for dissenting opinions.
- Lack of real time for the President to fulfill his role.
Deficit budgets
- Projected operating deficit for 2025 and 2026.
- Use of extraordinary and emergency funds for recurring expenses.
- Unsustainable financial model.
Poor financial management
- There is no clear separation between ordinary and extraordinary funds.
- Unplanned expenses on a monthly basis.
- Funds from delinquent owners are misclassified.
- Lack of real financial planning.
High delinquency rate
- Dozens of apartments in arrears.
- Late notifications.
- Lack of modern payment methods.
- Complete absence of effective collection measures.
- Compliant owners end up paying more.
Limited capacity to execute projects
- Projects without timelines or an implementation plan.
- Systematic cost overruns.
- Lack of qualified technical supervision.
- Critical dependence on people who are no longer there.
Elevators: a chronic problem
- Lack of technical management with the maintenance company.
- No indicators, penalties, or solution plan.
- Long-standing problem with no clear solution.
IMPROVEMENTS we would to implement
There are several initiatives we would like to implement during the next year. From a technical and building management perspective, this is our initial list:
Creation of a website at phrivage.com that enables the following:
Present Rivage as a luxury living experience, with exceptional facilities designed for comfort, well-being, and entertainment. Show prospective tenants and owners all the amenities Rivage has to offer.
Allow tenants and owners to log in to the site and access the following features:
- Review the condominium bylaws and community rules.
Submit and track building maintenance requests.
Request the free wall-scanning service before drilling, to prevent accidental damage.
Access a building status page showing the operational status of elevators and amenities, as well as ongoing and upcoming maintenance.
Access their account, view balances, and set up recurring payments.
List their units for rent or for sale.
Technical and Operational Management of the Building:
Supervise elevator maintenance and help establish a real, up-to-date maintenance log.
Create a comprehensive map of the building’s water-leak issues and begin addressing them in a structured manner. The work already carried out on the air-conditioning balconies to correct piping and properly seal them is only the beginning.
Create a form that allows owners and tenants to report building maintenance issues. These reports will be centralized in a shared register that enables classification, prioritization, and estimation of costs and resolution timelines, all in a fully transparent manner for both owners and tenants.
Create a form through which owners and tenants may request a free wall-scanning service performed by the maintenance team, aimed at preventing accidental drilling into pipes and water lines—one of the main causes of leaks. I have already started the acquisition of an advanced wall scanner and have trained the Rivage maintenance team in its use. This service typically costs between USD 250 and USD 300, but Rivage can offer it at no cost.
Create a building status page displaying all common components and their respective operational status.
Recover the event room, which has been used for years by the administration as a storage area, and convert the children’s playroom into a renovated space that is attractive and actively used.
Improve the social area on the 8th floor by rehabilitating the tennis court and exploring the addition of a padel court. Enhance the aesthetics and appeal of the décor and pool areas, and incorporate shaded spaces using fabric covers and structures to replace the current damaged and corroded ones.
Study the incorporation of solar panel elements for renewable energy generation and electric vehicle charging.
Summary of the current Rivage building status.
Management Culture and Governance:
Reorient the administration toward a service-driven approach, replacing uncordial interactions with a culture focused on support, responsiveness, and respect for owners and residents.
Reform the mindset of the Board of Directors, moving away from an authoritarian, overly centralized structure with little room for dialogue, toward an open and collaborative model with complementary expertise. Board members must have the time, availability, and willingness to engage, understand the challenges of the condominium, and actively contribute.
Replace paper notices inside the elevators with digital displays.
Financial and Administrative Management
With respect to financial management and administrative issues, we propose the following:
- Maintain a structured dialogue with delinquent owners to understand the underlying reasons for non-payment and to agree on mutually acceptable payment plans for the regularization of outstanding debts.
- Implement proportional restrictions on access to common areas for accounts in arrears, in accordance with applicable regulations.
- Establish proper fund allocation and accounting discipline, clearly separating ordinary and extraordinary funds, individual projects, and accounts in good standing from delinquent accounts. These controls are currently not in place.
- Introduce efficient financial management and forward-looking planning, based on accurate projections of future expenses and obligations, which is not currently being done.
- Enable simple, reliable, and modern payment mechanisms for owners. Current limitations, such as the occasional rejection of foreign credit cards and irregular or delayed payment notifications, will be resolved through the implementation of a digital platform that allows owners to pay outstanding balances, set up recurring payments, view their balances in real time, pay securely by credit card, and receive timely, automated payment notifications.
Why is this important to you?
Greater control over owners and residents, through measures that will not be approved by the General Assembly.
More extraordinary payments due to a lack of efficient management, planning, and collection of delinquent accounts.
Increased pressure on rental activity without proportional improvements in quality of life or a real increase in the property’s value.
PH Rivage can and should be the benchmark building on Avenida Balboa, but achieving this requires leadership, planning, and professionalism, supported by a Board of Directors with the knowledge, time, and mindset necessary to fulfill that role.
Legal Framework
The Owner Assembly's Rights
Article 31 of the Co-Ownership Regulations.
The Board of Directors must be elected on an annual basis. This requirement has not been fulfilled since 2022, with only partial and inadequate exceptions, such as Board “re-election” votes that denied new candidates the right to stand for election.
Article 68 of Law 284 of PH
The General Assembly of Owners has the exclusive authority to:
appoint or remove members of the Board of Directors with the affirmative vote of at least 51% of the units in good standing.
The Board of Directors and the Administration can not block or restrict this right. Their legal obligation is to convene and facilitate the election process.
We have formally submitted:
The request to convene the Assembly
Our candidacies
A demand for strict compliance with the law
If the election is not convened, the applicable regulations authorize legal action with the support of at least 20% of the co-owners.