grow. : grow - Edition 4 - May 2017
www.rockend.com.au www.propertytree.com The younger Coronis’ first move was to appoint the company’s first outside employee, school chum Craig Gillies, to join him and his dad. By the time 1994 rolled around the trio recognised something drastic needed to happen or the business would remain stagnant. “I remember it was a pivotal point in my career,” Andrew says. “Craig had big ambitions and goals and so did I. Dad was 56 and looking down the barrel of becoming a pensioner. “We sat down one day and said, ‘Real estate sucks: there’s no money in it, it’s hard work and long hours, and when you’re not doing well in property it’s very demoralising’.” So they gave themselves a two-year deadline to see if they could turn things around. For 24 months they worked seven days a week and went on a quest to develop a system that would set Coronis apart from its competitors. Instead, they discovered something even better. “We found something that delivered pretty much the basics of property: talking to a lot of people and asking whether they want to sell their house or rent it out. That’s the key to our business today: talking to enough people to get the results.” It is a rallying cry that to this day Andrew continues to follow. Involved in a number of high-calibre business groups from which he seeks out industry leaders for advice and guidance, Andrew also likes to pass on his learnings via mentoring programs he has launched to help fuel the ambition of the next generation of Coronis sales and administration teams. Beneficial to not only the participants but also the business, one such project – which involved a potential leadership group – resulted in the company’s rental arrears plunging from six percent to under two percent without any extra work by the property manager. Its introduction also resulted in an unexpected benefit: forcing Coronis’ naturally shy managing director to take on a bigger public profile. “Deep down I am a shy person, and I don’t chase the limelight. I am now the leader and programs such as these force me to be that person that I know I have to be. “I’ve got 320 families to worry about every day, and I take that responsibility very, very seriously. We could stop growing now, but my responsibility is to offer a legacy not only to the next generation but to all the people here and their children, too.” ⚫ THE TALENTED 46-YEAR-OLD OVERSEES SEVERAL HUNDRED DIRECT EMPLOYEES AS THEY HELP TO MANAGE QUEENSLAND’S LARGEST RENT ROLL.
grow - Edition 3 - January 2017
grow - Edition 5 - August 2017