You just took over a building with elevators. The previous PM is gone. Your first week, the service vendor sends an invoice for $4,200 and a proposal for another $12,000 in repairs. You have no idea if those numbers are reasonable. The inspection certificate should be in the cab, but you don't know where to look or what it means. The contract is buried somewhere in the files, and you're not even sure what you're paying for.
This is the reality for most property managers inheriting elevator systems. No documentation. No handoff. No context. Just invoices, callbacks, and problems you didn't create but now own.
Here's exactly what to check in your first 30 days.
Day 1-7: Find the Documents
Before you can evaluate anything, you need to know what you inherited. Start with these four items.
Locate the service contract. This is the foundation. Check the previous PM's files, ask the owner, or request a copy directly from the vendor. Most vendors will send it within 48 hours. If they hesitate or delay, that's your first red flag about the relationship quality.
Find the inspection certificate. Every elevator needs an annual inspection by a licensed inspector. The certificate should be posted inside the cab, usually near the control panel. If it's missing, check the lobby or mechanical room. No certificate anywhere means you might have a compliance problem.
Request callback history from the vendor. Ask for the last 12 months of service records. This tells you how often the elevator breaks down, what components are failing, and whether the problems are getting worse. Most vendors can export this from their system in minutes.
Check for outstanding violations. Contact your local jurisdiction to see if there are any open violations or missed inspections. Some cities post this online. Others require a phone call. Either way, you need to know if you're behind on compliance before the jurisdiction shows up with a shutdown order.
Day 8-14: Understand Your Contract
Once you have the contract in hand, you need to decode what you're actually paying for. Start with these questions.
What type of contract do you have? Full maintenance contracts cover parts, labor, and callbacks. Examination or oil-and-grease contracts cover maintenance only. Repairs are extra. The difference can be $3,000 to $6,000 per year in unexpected costs. Check the contract title and scope section to see which type you have.
What's excluded from coverage? Even full maintenance contracts usually exclude major components. Controller boards run $8,000 to $12,000. Door operators are $20,000 to $23,000. Machines are often excluded entirely. Look for the "exclusions" section in your contract. If it lists these items, budget for them separately.
When does it expire, and does it auto-renew? Most contracts are 12 to 60 months with auto-renewal clauses. You need to know the expiration date and how much notice is required to cancel. Some contracts require 90 days notice. Others require 180 days. If you miss the window, you're locked in for another term.
What's the early termination penalty? If you decide to switch vendors before the contract expires, you'll likely pay a penalty. The standard is 50 percent of the remaining contract value. On a three-year contract with two years left at $500 per month, that's a $6,000 penalty. Know this number before you negotiate with competing vendors.
For a full breakdown of how to read these terms, see our guide on how to read elevator service contracts.
Day 15-21: Assess Equipment Condition
Now that you understand what you're paying for, you need to know what you actually have. Focus on these indicators.
Check the age of your equipment. Find the nameplate on the controller or machine. It will list the manufacturer and install date. Hydraulic elevators typically last 20 to 25 years before needing modernization. Traction elevators can go 30 to 40 years with proper maintenance. If your equipment is past those thresholds, you're managing end-of-life assets and should expect major capital expenses soon.
Look for callback patterns. Review those 12 months of service records you requested. Are the callbacks random, or do you see the same problem every few months? Recurring door issues suggest alignment problems or worn components. Frequent controller callbacks mean the system is aging out. One callback per quarter is normal. One callback per month means something bigger is wrong.
Review any pending repairs or proposals. Most vendors leave a trail of proposals with the previous PM. Some are legitimate. Some are upsells. You need to figure out which is which. Cross-reference the proposals with your callback history. If the vendor proposed a new door operator six months ago and you've had five door-related callbacks since, the proposal was probably valid.
Assess the vendor relationship. How fast do they respond to callbacks? Do they show up when scheduled? Are the technicians professional? Do they communicate clearly about what's wrong and what it will cost? A good vendor becomes a partner. A bad vendor becomes a liability. Use these first few weeks to evaluate whether you inherited a good relationship or a problem you'll need to solve later.
Day 22-30: Establish Your Baseline
By the end of the first month, you should have a clear picture of what you inherited. Now it's time to set expectations for the road ahead.
Schedule a vendor meeting. Bring your contract, your callback history, and your list of questions. Ask for a formal assessment of the equipment condition. Most vendors will do this for free because it positions them to propose repairs. Let them. You need to know what's coming, even if you don't approve everything immediately.
Document the current state. Take photos of the equipment. Note any obvious wear or damage. Record the callback trends. Save the vendor's assessment. This becomes your baseline. Six months from now, when the vendor says the doors have been a problem for years, you'll have documentation showing they only started failing after the last callback.
Plan for the budget cycle. If you're inheriting a system that's been neglected, you're going to need capital budget approval for repairs or modernization. Start building that case now. Show the callback trends. Show the equipment age. Show the cost impact of continued breakdowns versus proactive investment. Owners respond to numbers. Give them numbers.
Know what you're working with. Before you meet with the vendor or propose anything to ownership, understand exactly what's in your contract. Upload it to our Contract Scanner to see your coverage, exclusions, and key terms in plain language. You'll know what you inherited before your first invoice arrives.
What Happens After 30 Days
You won't have all the answers after 30 days. You will have the documentation, the baseline, and the vendor relationship clarity you need to manage the system going forward. That's the foundation.
If you're considering switching vendors after understanding what you have, see our transition checklist for switching elevator companies.