Client care

Question 1

Tell about why it is important to develop long-term client relationships.

Answer 1

Majority of work is developed through repeat businesses with clients.
Develop high level of trust and loyalty
Ensure client satisfaction
Positive feedback and good reputation

Question 2

Tell me about the different stakeholders you have come across in your role

Answer 2

Client side - project managers, investment managers, accountants, business owners, investors, landlords.
Internally I have professional relationships with heads of departments, managers, colleagues

Question 3

Tell me about how you have tailored your client care to one of these stakeholders.

Answer 3

-identified requirements of the client
-CDD AML
-conflict of interest check
-tailored terms of engagement
-clear communication, updates on the progress
-established preferred communication channels
-detailed report with market commentaries that meets the scope of the client
-ask for feedback and schedule meetings to resolve queries

Question 4

Why is it important to you to set objectives?

Answer 4

Purpose and clarity,
sets a direction to take actions, prioritize tasks and measure progress.

Question 5

Tell me about your duty of care towards your clients.

Answer 5

Follow ROC

Be transparent, honest at all times (Rule 1) professional and act within my competence (Rule 2),
Learn about client and their objectives and provide good quality service, meet agreed scope of work (Rule 3)
treat with respect (Rule 4) act in public’ interest (Rule 5)

Question 6

How do you set fees?

Answer 6

• identify client’s requirements and if I can provide such service
• estimate time and resourcing
• consider purpose and liability
• multiply by hourly rate of resources included

Question 7

What is the definition of a Key Performance Indicator (KPI)?

Answer 7

a measurable value that helps evaluate the success in achieving specific objectives (SMART). KPIs are used to track progress, identify areas for improvement, and optimize performance.

Question 8

How have you dealt with an unrealistic client deadline?

Answer 8

I begin by understanding the full scope, purpose, and urgency of the request.
I review internal capacity, technical complexity, and any external dependencies to determine whether the deadline is achievable without compromising quality, compliance, or professional standards.
If the deadline is unachievable, I explain the risks of rushing the work (the potential for errors, lack of proper due diligence, non-compliance with RICS standards.
I propose a realistic revised timeline and, where possible, suggest interim deliverables to meet the client’s short-term needs. For example, I might offer draft numbers first.

Question 9

How have you dealt with unrealistic client expectations?

Answer 9

I start by listening carefully to the client’s expectations to understand whether it’s time pressure, budget constraints, market assumptions, or a misunderstanding of the process.
I objectively assess whether their expectations are achievable, taking into account technical constraints, market evidence, regulatory requirements, and professional guidance.
If expectations are unrealistic (e.g. a client insisting on an inflated valuation), I explain the limitations clearly and back it with evidence.

I always confirm key points in writing including agreed scope, caveats, and any rejected instructions, to ensure transparency and protect both parties.

Question 10

How have you dealt with a complaint?

Answer 10

I respond to the complainant quickly to acknowledge receipt and reassure them that the matter is being taken seriously. If required, I inform them of the steps involved and expected timeframes as per the firm’s CHP.
I review the complaint thoroughly, examining relevant documents, emails, reports, and team notes. I speak to my line manager and compliance officer to get a full understanding of the circumstances.
Once I’ve established the facts, I provide a written response that:
Addresses each point raised
Clarifies any misunderstandings
Apologises where appropriate
Offers a solution where justified.

If the complaint cannot be resolved informally, I refer the matter to the complaints officer in accordance with the CHP.

Following resolution, I reflect on what caused the complaint and whether internal processes or communication can be improved to prevent recurrence.

Question 11

How did you value the portfolio and manage timings around doing so?

Answer 11

Once the scope was confirmed, I developed a valuation programme that included:
A schedule of inspections
Allocation of properties across the team (where applicable)
Internal deadlines for data collection, modelling, QA, and reporting
This ensured that sufficient time was factored in for review and client feedback before final sign-off.
Throughout the process, I monitored progress against the valuation programme. Where delays arose (e.g. late receipt of tenancy data), I flagged risks early to the client and adjusted timelines accordingly ensuring that the scope is delivered within agreed timeline.