Zakir Mangera, who joined Workman as part of the firm’s Graduate scheme in 2012, describes his career path and experience to achieve the role of Partner in Manchester’s Property Management Team.
How long have you been at Workman?
Twelve years. I joined as a graduate in 2012 and I worked my way up from there.
Can you give us a rough overview of what you currently do?
I currently work with three clients. It’s a mixture of day-to-day management and oversight of my team as well.
What’s your favourite part of your role?
I think it’s the variety. No two days are the same. It can be quite challenging one day, and quite routine another day, but the variety keeps it interesting for me. That’s probably my favourite part of my role.
How has your role changed and evolved over the years?
Some elements have stayed the same. In many areas, I’m still doing the nitty-gritty day-to-day stuff, which I enjoy. I still enjoy coming out and talking to people. Where it has changed is in terms of people management. I’m involved in making decisions about workloads, dealing with issues that people might bring to me, and trying to be supportive. I also have an oversight role, being a point of contact for clients, even if I’m not directly involved in what they need.
What has kept you loyal to Workman during your career?
It’s the working environment. There are always good people to work with and a clear pathway to growth. Whether it’s working on different instructions or contributing to how the firm is changing, the work environment has always been positive. It offers a good work-life balance, especially with young kids at home.
Have you seen development within Workman over the past few years?
Definitely. Especially since Matthew Pateman (the firm’s Managing Partner) has become more involved. The openness and willingness to have conversations about what we’re doing, and our next steps have been very refreshing.
The company is examining how we work to improve processes and culture for our people, which has been a positive change over the past six to twelve months.
What has been the most significant or pivotal moment here for you?
There isn’t a single moment but many mini-moments.
It’s about being able to contribute to different things. For example, contributing to an IT executive group to see what efficiencies we can deliver, or looking at site standards.
Over the years, it’s been about shifting roles, adding value, and working on small but impactful projects like centre management IT.
As a Partner, when mentoring younger staff, what do you think is the most important aspect?
For me, it’s support. I’m not one to dictate. It’s about guiding them and letting them know they can reach out to me with ideas or issues. If they need feedback, I’m happy to give it.
During the pandemic, it was challenging to support graduates and apprentices from home, so I stressed the importance of picking up the phone. My mantra is to be there to support people.
What’s your advice for younger employees?
Talking to people is a big thing for me. It’s something that can get lost when rely on email too much. I tell my team not to be afraid to talk to people, whether it’s a cleaner on-site, or a client. It’s invaluable and helps shape how you manage your property.
Also, my mentor taught me that just because something has always been done a certain way, doesn’t mean it’s the best way. Don’t be afraid to innovate and embrace new ways of working.
What is something that you look for when recruiting?
Someone who is eager to learn. Systems and processes are one thing, but wanting to learn about property is crucial. You’re dealing with properties, lawyers, valuers, and planners, so you need to be eager to learn and a good communicator.
Do you have any memorable projects you’ve worked on?
One memorable project was a new shopping park development early in my career. We were involved before it was built, and I had to put in property management feedback to ensure it could be managed effectively. It involved working to a tight deadline with different parties and stakeholders, which was challenging but taught me a lot. It was a rare opportunity at the time but very rewarding.
What did early days at Workman teach you in terms of technical knowledge and softer skills?
Working with planners, architects, and valuers developed my independent knowledge. At Workman, you’re given responsibility early on, which helps you think independently and deal with things quickly. It made me more diligent with good attention to detail. Partners here are involved in day-to-day management, which helps in coaching the next level of surveyors, as we’ve been through it ourselves.
Many partners began their careers as graduates at the firm. How does it feel knowing you were in their shoes once?
It’s satisfying. My previous line manager started as a graduate and worked up to a partner, and now I am a partner too. It’s rewarding to develop younger members, bringing them through the ranks.