Shannon Haines oversees some 500,000 square feet of office space as the new leasing agent and property manager for Cummings Properties’ TradeCenter 128 office campus in Woburn, a position she has held for the last five months. That’s not an easy feat for even the most seasoned leasing veteran, let alone one with Haines’ level of prior property management experience – none.

But even though this is Haines’ first foray into property management, her varied background – including working as an accountant, owning her own business and most recently, direct sales – makes her uniquely equipped to handle the challenges of her new gig, which includes oversight of about 100 clients.

Shannon Haines

Title: Leasing Agent/Property Manager, TradeCenter 128; Woburn

Age: 38

Experience: 20 years in the working world, five months at Cummings Properties

Let me understand this. You’re completely new to the commercial real estate business and they put you in charge of nearly this whole massive building. How did that happen?

[Laughs]. Well, Cummings has a very collaborative management style. It’s reasonable because there’s a lot of continuity in our staff. They’re structured so that anyone in the role is able to rely on their teammates. No one feels that there’s a problem that can’t be resolved within the group. … We cover for each other. We have an expectation that we will all answer phone calls. It’s also very important in this role to have strong project management skills, and to prioritize well. And you have to have a very flexible schedule.

With such a varied background, why did you think working for Cummings as a leasing and property manager would be a satisfying position for you professionally?

Really, it was the job description. I was excited about it because I saw an opportunity for me to apply my sales skills and my interest in working hands-on with clients, and coupling that with my project management skills. I really enjoy being a problem solver, and with an accounting background that I got working my way through college, I can really dig into the behind-the-scenes analytical work and number crunching. What excites me the most is when I am able to know my client well enough to represent possibilities for them that they may not have been aware of. When the relationship for the client becomes an asset to them, that’s where the value comes from. I might understand what they’re not saying. It might not be something they’ve yet articulated. Being able to help them discern what they need, that’s what’s really rewarding. And just negotiating a lease for the right space doesn’t mean you’re done. That’s really just the beginning of a new chapter in the relationship.

Where did you pick up your project management skills?

As a sales professional I’ve been required to manage my own time, since when you’re in sales you’re really on your own, and I have a natural desire to put order to disorder. And certainly being self-employed by owning and running a pre-school. As a business owner you need to learn to manage your time, to delegate tasks, to ask for help if you need help, and to get and retain the resources you need.

I have to ask – how does a preschool teacher end up acquiring the kinds of skills that can lead to, or be transferred to, the position you’re in now?

The first thing I quickly realized [when I started the pre-school] is that I needed to have a very strong vision of what I was trying to create. In doing so, you need to listen to what the market demand is, but you also sometimes need to hear what people aren’t saying. Also, understanding your goals is very important. My goals were for each individual child. I wanted to try to understand where they were, how their parents hoped they would grow, and how I could provide the ability for them to do that. I enjoyed that experience in part because it allowed me to really lay out a plan for my vision. Of course it’s rewarding working with children, but it requires incredible patience and flexibility. It was a great opportunity to follow something from a basic vision all the way through implementation, and at the end of the day it made a lot of business sense because I did very well at it.

Top Five Ingredients For Succeeding In Property Management:

• Listen for what your client isn’t saying, because they might be limiting their options based on what they think you have to offer.
• Know your client’s business and their operations. Know the ins and outs of their day-to-day as much as possible.
• Understand what you’re offering as a product and service, and how that will benefit them.
• Think about how the tenant is going to fit into the space you’re looking at, including the surrounding area. Will they like the neighbors? Are they going to be able to handle the street traffic? Are the amenities going to mean anything to them?
• Always keep in mind that if you do all four things and do them right, you will be at the beginning of a relationship, and not just closing a sale.