North Myrtle Beach
The Area North Myrtle Beach is its own place — and the people who live and own property here are clear about the distinction. Formed in 1968 through the consolidation of four historic beach communities
Commercial and Residential HOA Management
Serving the larger coastal communities and associations in Myrtle Beach and the surrounding areas
Tradd Communities is the online home of Tradd Association Management
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Transforming and elevating communities
High Rise Condotels
tradd management
Defining a new standard for associations and community living
Meet your Executive Team
Pat Clark
DIRECTOR OF OPERATIONS
Alex Clayton
Director of Community Management
Michelle Coats
Accounts Payable Manager
Stephanie Graham
ACCOUNTS RECEIVABLE MANAGER
Demetria Lindsey
SENIOR ACCOUNTANT
Scott McNew
CEO
Karley Watts
Systems Manager
SERVICES
Good communication builds
good relationships
good relationships
Accounting Department
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Highly Skilled
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Technology Oriented
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Good Communication
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Risk Management Policies
Transition Team
Tradd Management offers an experienced transition team to facilitate a smooth and seamless transition while promoting a positive vision for moving forward.
On-Site Staffing
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Transparency in costs
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Capital improvement projects
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Web-based work order approval & maintenance platform
SERVICE AREA
Geographic Regions and Communities We Serve
Myrtle Beach
The Area Myrtle Beach is the economic and cultural center of the Grand Strand — and for association management purposes, it is the most complex market on the South Carolina coast. The oceanfront strip of
Carolina Forest
The Area Carolina Forest is the Grand Strand’s inland growth story — and it has become one of the most significant residential markets in Horry County. Developed across 12,000 acres that were once International Paper
Murrells Inlet
The Area Murrells Inlet is the oldest community on the Grand Strand — and it carries that history with a combination of pride and practicality that shapes how the area approaches growth and governance. Known
Litchfield
The Area Litchfield occupies a distinctive position on the Waccamaw Neck — between the quiet prestige of Pawleys Island to the south and the waterfront character of Murrells Inlet to the north — and it
Pawleys Island
The Area Pawleys Island carries a quiet confidence that is rare along the South Carolina coast. One of the oldest resort communities on the East Coast, it has resisted the commercial development pressure that has
EXPERT INSIGHTS
Guidance from Tradd’s management team on the questions Association Boards are asking most
How do you manage the relationship between a resort rental company and the Association Board?
In resort communities, rental companies own many units and bring real expertise to the table. That’s healthy. The problem isn’t their presence — it’s the lack of clear decision-making processes when individual owners, rental operators, and the board have different priorities.
Without structure, owners feel shortchanged, operators feel blocked, and the board gets stuck in the middle.
Tradd fixes this by building governance that creates trust and alignment.
We set up regular, transparent reporting and communication between the board and rental company. We help both sides understand each other’s constraints and drivers. The board learns to explain its decisions clearly — why certain maintenance happens now, why an assessment is needed, or how reserves are being allocated.
The result? Better property performance, stronger reputation, higher values, and smoother operations for everyone. The rental company wins when the asset is well-run. Tradd doesn’t referee — we design the system that lets legitimate interests work together.
How do I choose an HOA management company that is organized and communicates well?
Most board-management communication fails for one simple reason: no structure.
Emails multiply, threads get buried, answers contradict each other, and the board ends up feeling ignored — even when the manager is working hard.
Tradd changes that. We build a predictable communication system from day one: scheduled reports on fixed dates, real-time platform access, clean executive summaries, and clear processes for questions and decisions.
The result? No more chaos. Boards stay informed, decisions get made quickly, and issues are flagged early. Proactive, transparent communication isn’t extra — it’s the baseline every community deserves.
What causes HOA manager turnover and how do I avoid it with a new management company?
Manager turnover isn’t usually about bad managers — it’s about bad structure.
Most companies overload their teams, leading to burnout and constant disruption for communities.
Tradd does the opposite: competitive pay, sustainable workloads, selective client intake, and strong systems that document every property in detail. When a manager transition happens, your community barely feels it.
Because real stability comes from structure — not just hoping the next person is good.
Ask your management company the tough questions about tenure and continuity. The answers matter.
What are the legal and mortgage requirements for HOA and POA reserve funds?
Reserve studies aren’t just good planning — they’re critical for keeping your community mortgage-eligible.
Fannie Mae & Freddie Mac require either 10% (soon 15%) of assessments going to reserves or a current, followed reserve study. Delinquencies and unfunded repairs can also shut off conventional financing for the entire project.
Tradd stays on top of these evolving rules, helps communities maintain compliant reserve funding, and communicates changes before they become problems.
Protecting property values and buyer access isn’t optional. Strong reserves are table stakes.
What should be included in monthly HOA financial reports?
A good monthly financial report should tell a clear story — not just dump numbers.
Boards deserve operating balances, actual-vs-budget variances with explanations, reserve progress, collections status, and forward-looking context.
At Tradd, we go further: every report goes through a five-touch review by accounts payable, receivable, reconciliation, controller, and property manager specialists before it reaches the board.
Five experts. Five layers of scrutiny. One reliable package every month.
Most management companies don’t do this. Once boards see the difference, it changes what they expect.
What should an HOA board know about reserve studies?
A reserve study isn’t optional — it’s essential.
It tells you exactly what your property’s major components will cost to maintain or replace and how much you need to set aside each year. Skip it or let it go stale, and you risk surprise special assessments, lost owner trust, and mortgage eligibility problems.
Tradd manages the full process: coordinating credentialed studies, translating results for boards, building funding plans into budgets, and helping communicate clear multi-year capital plans to owners.
Coastal communities especially need studies that account for salt air and storm exposure. Done right, a reserve study protects both financial health and property values.
What are red flags in HOA financial reporting?
Board members don’t need to be accountants, but they should know when financial reports raise concerns.
Six red flags to watch for:
- Unexplained budget variances
- Rising unpaid assessments
- Sudden expense jumps with no context
- Numbers that don’t reconcile when questioned
- Poorly documented payments
- Consistent overages across multiple categories
At Tradd, our five-touch review process (five specialists reviewing every report) catches these issues early so boards receive clear, contextualized financials they can actually trust.
Good reporting isn’t optional — it’s how strong governance starts.
How should an HOA board and management company work together?
The board-management company relationship can make or break community governance.
Common failure points include mismatched communication styles, lack of professionalism, misaligned priorities, and personality friction.
A strong relationship features clear roles, predictable communication, proactive recommendations, and mutual respect.
At Tradd, we start by understanding how each board wants to work, align on goals, and tailor our approach accordingly. Our team is trained in personality dynamics to keep meetings productive and decisions moving.
Good partnerships don’t happen by accident — they’re built with intention from day one.
Why does a condotel association need a resort-experienced management company?
Condotel boards don’t need a generic HOA management company — they need a true resort operations partner.
Standard HOA firms rarely understand rental company dynamics, oceanfront maintenance realities, aggressive reserve needs, or investor-owner expectations. Mismatching the two is one of the most expensive decisions a board can make.
Tradd specializes in high-rise oceanfront condotels across the Grand Strand. We partner with rental operations as peers, manage coastal-specific demands, deliver sophisticated financial oversight, and help boards balance all owner interests.
If you’re on a condotel board, ask: Does your management company actually understand resort properties like ours?
What is the best time to switch HOA management companies?
Boards often wait for the “perfect” time to change management companies. In reality, sooner is almost always better.
Every month of delay with an underperforming manager costs value, momentum, and owner confidence.
Tradd’s Transition Team makes the switch smooth at any time of year — with special advantages when starting before January 1. We set up systems early, participate in the annual meeting, and deliver an immediate upgrade in communication, financial reporting, and operations.
Changing management isn’t disruption. It’s delivering the professional standard your community deserves.
Who does the condotel association management company represent — the board or the rental company?
In condotels, the management company works for the board — but the rental company is a major stakeholder, not just a vendor.
When that relationship breaks down, governance suffers and owners lose.
Tradd uses a proven 6-step process to resolve board–rental company conflict:
- Establish shared property vision
- Rebuild trust
- Create structured communication
- Deliver transparent reporting
- Understand personality styles
- Align on common goals
The result is functional governance that serves all owners while respecting the realities of resort operations.