Built from committee experience, not management
Harding Strata Advisory was founded by someone who has sat where you sit, not a former manager, caretaker or developer.
Over several years on a body corporate committee in a Queensland scheme, including time as chairperson, Oscar Harding dealt firsthand with a hotel-operator management-rights arrangement, one of the most conflicted structures in Queensland strata. Rather than defer to the manager's reporting, he went through the detail himself: the caretaking agreement, the scheme's books, and the obligations the body corporate was responsible for.
That scrutiny turned up a great deal. It identified areas where the caretaker was not meeting its contracted obligations, gaps in what the strata manager was doing, and compliance matters the committee had been told nothing about. It also produced results, including driving through a one-off capital fix to end a cycle of recurring repair bills, and pushing for accountability that improved how the scheme was run.
That work is the foundation of the business. Oscar is in the final year of an economics degree, with internship experience in accounting and hands-on experience reviewing his own scheme's financials, and a working knowledge of the BCCM Act 1997 built from applying it rather than just reading it.
The result is a consultancy built around a single question: what does the committee actually need to know?
"I started this because committees deserve access to independent advice, not just the opinions of people who are paid by the system they're meant to keep honest."
Not theory. Results from a real scheme.
Before any of this became a business, the same approach was applied to Oscar's own body corporate. It produced outcomes a committee can measure.
Contractual gaps exposed
A line-by-line review of the caretaking agreement against actual performance identified duties the caretaker was paid for but wasn't delivering.
Manager held to account
Gaps between what the strata manager was contracted to do and what was actually being done were identified and raised.
Costs saved for the long term
A one-off capital replacement of failing infrastructure ended a cycle of recurring repair bills, saving the scheme money over time.
Compliance addressed
Statutory and common property obligations that had been overlooked were reviewed and brought back into order.
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