Employee Highlight - Murray Johnson

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Meet Murray, our Senior Director, Condominium Services, who brings a wealth of experience in condominium operations and industry leadership to his new role. He'll be focused on developing and leading our condominium market programs, enhancing client engagement, and supporting our teams with strategic insight and a strong industry presence.

ARS Global Emergency Management fully aligns with not only my work morals and ethics but also my personal beliefs. This is a company that wants to grow and values input from subject matter experts. After discussion, an offer was made that I just couldn't refuse—the offer was to join the family. - Murray Johnson

PART ONE • ABOUT YOUR EXPERIENCE

With nearly four decades in the real estate industry, what initially drew you to property management and the condominium world, and how did those early experiences shape your foundational approach? 

During the early days, I did some facility management and international project management for Kodak Canada. After leaving Kodak, I took a 2.5-year contract managing social housing and then went to Saudi Arabia to set up a printing factory for ISO 9000. When I got back, I learned that condo management was desperately looking for people, and I thought I could leverage my experience in facility and residential property management in a sector new to me. 

Having witnessed the dramatic evolution of the condo market since 1998, what would you say are the most significant shifts you've observed in property management and condo development over the decades? 

When I started in late 1998, we were working under the "old" Condo Act, which had around 40 sections. We then transitioned in 2000 to what we now reference as the Condo Act, 1998, with 183 sections and regulations that have around 100 sections. On top of this, instead of being recognized as generalists with no professional status, 2017 saw the licensing of condominium managers come into effect. With the license came the professional designation of OLCM – Ontario Licensed Condominium Manager – and along with that came a much-needed code of ethics and required annual continuous education. 

Murray reviewing a document

Looking back, what was one key trend or challenge in the condo industry that you foresaw early on, and how did that foresight allow you to adapt or even lead the way? 

Because of my background, I was able to determine early on that there was a tremendous need for formal education for condominium directors. Since directors are volunteers, they either didn't want to or didn't have time to formally educate themselves on the Condominium Act and the various condominium corporation documents. Today, condominium directors must take formal education every seven years, and some sections of the Condominium Act allow for the removal of directors acting unethically. I sat with government committees and industry experts for years to see this come to fruition. 

You have held leadership and executive positions in many companies and organizations, what was and is your driving philosophy behind integrating so many facets of Condominium management? 

It has always been my philosophy that the motto, "a company's best asset is its people," is only half of the formula for success. In the service industry, particularly the condominium sector, treating your people the way you want them to treat your customers is the best approach. I have always tried to ensure that every interaction leaves people feeling respected and valued. 

Murray at the meeting room

What, in your opinion, defines true leadership and lasting impact within the property management and condominium sectors? 

Those who have worked with me know that if you want a yes or no answer, don't ask Murray. I have always been the pupil and teacher rather than the keeper of knowledge. The keeper of knowledge believes that protecting what they know gives them power, and they only release what is absolutely necessary for others. I, however, have always wanted to learn more so that I could take that new knowledge and teach others. So, when you ask Murray a question, it's much more than a yes or no; you're in for a learning session. The keepers of knowledge have a shelf life before the knowledge they hold expires, but the pupil/teacher has no expiry date. 

How have you approached fostering a strong sense of community and effective governance within the properties you manage or develop? 

With a background in project management and organizational development, I have been able to put myself in others' shoes. Unfortunately, processes designed for the good of the many will sometimes not benefit a few. When I see this happening, I work with those few to gain their support and to make them ambassadors of what is good for the many. I always try to create processes that have checks and balances and are easier to execute than to ignore. 

PART TWO • JOINING ARSGEM

After such a distinguished and impactful career, what specifically attracted you to ARS Global Emergency Management, and what made this the right next step for you? 

In May of 2025, after leading the operational integration of the two largest condominium management companies in Canada, I decided it was finally time to retire. I knew I would at some point return in a consulting role if I could find a company that aligned with my morals and ethics. I set the bar pretty high, but I had a Plan B and Plan C just in case I couldn't find that caliber of company. I wanted to support and enhance a company that valued its associates equally as they valued their client base through service excellence. I was looking for a smaller, family-run business, not the large corporate companies that I grew up in. ARS Global Emergency Management fully aligns with not only my work morals and ethics but also my personal beliefs. This is a company that wants to grow and values input from subject matter experts. After discussion, an offer was made that I just couldn't refuse—the offer was to join the family. 

What aspects of ARSGEM's culture, values, or current trajectory resonated most with you during your decision-making process? 

The culture of inclusion and respect, and the values of service excellence, really grabbed my attention. ARSGEM’s intention to grow the condominium business, and their openness to truly listening to recommendations and treating me as a subject matter expert, had my attention. Supporting a company that can initiate improvements in a relatively short period and sees value in suggestions and processes is exciting.

What are you most excited to contribute to the ARSGEM team and our clients? 

As a lifelong pupil/teacher, ARSGEM's desire to create educational material and value-add legacy tools for the condominium sector had me from the start. The ability to create value-add services and tools that the ARSGEM team can use to improve service excellence is clearly appreciated by the team, as evidenced by their excitement when we discuss possible new processes and tools. 

Murray working

How do you envision your leadership style complementing the existing team and driving our collective success? 

The existing executive team's approach aligns perfectly with my style of leadership. Listening to various department leaders describe what their department or branch of the company does allowed me to take my condominium experience and apply sector-specific improvements. Even the best organizations, like ARSGEM, can always seek to improve. Our goal is to make ARSGEM the leading organization in the condominium sector, not just in Ontario, but across Canada. 

What do you believe are the biggest challenges and most significant opportunities facing the emergency management and restoration industry today, and how do you see ARSGEM positioned within that landscape? 

From a condominium manager's and directors' point of view, emergency management and restoration is a bitter pill they have no choice but to swallow. Once the emergency is over and life is back to normal, the service is quickly forgotten as day-to-day priorities take over. Condominiums will be a successful market for us if we are able to leave what I call a legacy. This means something that supports the day-to-day priority management that the condo is experiencing. I think that, paired with emergency education, legacy tools that add value to day-to-day operations will position ARSGEM as a sector leader that others will try to emulate. In other words, we will be leaders. 

What are you most looking forward to learning or experiencing as you integrate into the ARSGEM family? 

It's already started. As I prepare for creating the educational content, I am forced to research more deeply than ever before into the intricacies of emergency management. As I learn more about this field, I am surprised at the opportunities to teach and mentor in the condo sector and with my fellow team members. I can't forget how much I have learned in a short time from the team here at ARSGEM. No matter where you are in your career path, it's nice to be respected and valued as a peer and leader. 

PART THREE • A LITTLE MORE

What’s a hobby you’ve picked up that surprises people?  

Not sure that this surprises people but one of my passions is fishing with my fishing partner, my wife. 

Do you have any collections or unusual interests?  

Following up on my passion for fishing, I have thirteen fishing rods. 

Favourite ice cream flavour?

Black cherry and Orange are tied for first place. 

Favourite music or artist?

Ella Fitzgerald or Bobby Darren 

Favourite food or type of cuisine?

Hands down it’s a shore lunch of freshly caught fish, potatoes and onions and a nice cold beer! 

What’s something you’re grateful for today?

I have had a very successful condo career that would never have happened without the unwavering support of my lovely wife. 

What is your favourite season and why? 

Fishing season because it’s fishing season!