At a Glance
Shweta Ranawat joined Jamesons after eight years at another strata firm and has spent six years building her career here, now General Manager of the Chatswood and Oran Park branches. Her story centres on trust — a leadership team that still shows up hands-on at every AGM, the flexibility to return part-time after maternity leave, and honest conversations that turned into real career growth. Her advice for any strata manager considering a move: look for trust and culture over title, and don’t rush the decision.
“I joined Jamesons after almost eight years at another firm, looking for a company, I could see myself growing with long term. What I found was something I didn’t really expect: a place that trusted me completely — and gave me every reason to trust it back.”
Shweta Ranawat General Manager— Chatswood & Oran Park, Jamesons Strata Management
The morning I walked into the Jamesons Mosman office for the first time, I was dressed head to toe in corporate attire — nice dress, heels, the works. That was the standard at my previous firm: formal, polished, professional. I assumed every strata office was the same.
Then, during that first week, I saw Michael Vumbaca walk through the office in jeans and a T-shirt, completely relaxed, polished but far more casual. “Hey, what’s up?” he said, like we’d known each other for years.
I remember thinking straight away: okay, this place feels different.
“On my very first day, I told James I’d be a GM here one day. Six years later, that’s exactly where I am.”
The decision I needed to get right
Before joining Jamesons, I’d spent almost eight years at another strata firm. I had built a solid career there, but I’d reached a point where I knew I needed a change — and I also knew the next move had to be the right one.
In strata, culture matters more than people realise. You can be good at your job, but if the environment isn’t right, it wears you down over time. So I was careful.
I reached out to a former colleague who had moved to Jamesons and asked him to be completely honest with me about what it was actually like to work there. The way he spoke about the business felt genuine. Nothing sounded rehearsed or exaggerated.
Then I met James Hosking. Honestly, it never really felt like an interview. It felt more like a conversation. I told him exactly who I was as a person — that I like being trusted to get on with the job and that if someone gives me responsibility, I’ll take ownership of it completely. James was completely comfortable with that approach, and by the end of the conversation, I already knew I wanted to work there.
Sometimes you meet people and just know.
What the Jamesons leadership is really like
What stood out very quickly was how involved the leadership team still is, no matter how experienced or senior they are. George Vumbaca, who ran Jamesons for more than 60 years before handing over the business to Michael and Anthony, still attends an AGM with me every single year. Every year he arrives with a printed agenda, tabs marked against every financial document, with a copy prepared for himself and another one for me.
After more than six decades in the industry, he still shows up prepared because he genuinely cares.
For me personally, that support mattered more than I realised it would. Especially coming from overseas, where support isn’t always close by, at work I found myself surrounded by people willing to help, guide and genuinely invest time in you.
“You can place your trust in them knowing you will not be let down. That is everything.”
Growing without burning out — and knowing when to speak up
Strata is a demanding industry and there were times where the pace felt relentless. One of the hardest times for me was just before maternity leave, when I reached a point where I knew things weren’t sustainable long term.
What mattered was being able to have that conversation honestly.
I spoke openly about where I was at and what needed to change. In strata, solutions don’t happen overnight — portfolios don’t shift immediately and staffing changes take time — but I always felt heard.
At the same time, there were stages in my career where I knew I was ready for more responsibility but couldn’t yet see what the next step looked like. I kept having those conversations because I didn’t want to stand still.
Eventually, that growth came. Not overnight, but properly.
During that period, I was approached by other companies with offers that looked appealing on paper — higher salaries, different titles, new opportunities. But over time you realise that culture, flexibility and peace of mind are very difficult to replace.
What I’d tell every Strata Manager considering a move
- Don’t rush the decision. The next move has to feel right, not just look right on paper. Speak to people who work there and ask them honest questions about the culture and support.
- Look for trust, not just title. One of the biggest things for me at Jamesons has been the trust. You’re treated like a professional and given the space to do your job properly.
- Be patient, but advocate for yourself. Growth doesn’t always happen overnight, but if you consistently show your value and have honest conversations about where you want to go, it will be recognised.
- The second AGM is your turning point. The first year on a new portfolio is about building trust and consistency. By the second AGM, clients know you, trust you and understand how you work and the relationship becomes much stronger.
Flexibility that actually means something
When I came back from maternity leave, I returned part-time at first, then gradually built back up. There was no friction, no drawn-out discussion, no feeling that I was asking for something unreasonable. It was simply: “Okay, let’s make it work.”
That approach carries through the culture here.
I manage my own team with a lot of flexibility and trust. There are times when people need to work from different locations, or even while travelling overseas, and as long as communication is clear and clients are looked after, we make it work. One of my team members went to Korea on holiday and asked if he could work one day while he was there. Of course I said yes.
What I appreciate most — especially as a parent — is being able to be honest about life outside work. I can answer the phone at my son’s sports carnival and say, “I’m at school at the moment, can I call you back when I’m back at my desk?”
I don’t have to pretend to be somewhere else.
“Peace of mind and trust matter more to me than money. And I know, for a fact, and honestly, that combination is rare.”
Why I’m still here — and why I plan to stay
Six years later, I’m now the General Manager overseeing two branches. I lead a team I’m genuinely proud of, in a company I trust, doing work that still challenges me every day.
Strata is not an easy industry. It’s demanding, emotional and fast paced. But what’s kept me here has never just been the role or the title.
It’s the people.
Someone recently joked that I’m “part of the furniture” at Jamesons now. Honestly, I took that as one of the nicest compliments I could receive.
Ready to find your place?
Jamesons is a NSW-based strata management company managing over 50,000 homes across 13 offices. We’re growing — and we’re looking for people who want to grow with us.
