Keri Conyers | Experience
I developed an owner mentality at Archstone, where I spent the first decade of my career. That mindset continued at Alliance where I had the opportunity to collaborate with dozens of ownership groups and development firms. Throughout my career, I approached property management with an experimental mindset, always reinventing operational methods rather than defaulting to convention. Whether I managed a single property or 17,000 units, the most valuable opportunities were often just outside the traditional path.
After two decades leading operations, I transitioned to the corporate office to work directly for the CEO. Bringing this experimental mindset and deep understanding of operations into a corporate role, I began to build capacity and bridge operational gaps on a far broader scale. This was an entirely different way to surmount the challenges of operations, and those years shifted my perspective of what is possible in our industry.
As the industry was entering a significant expansion cycle, I joined Alliance colleagues at a market data company to increase the ability of operators to navigate challenging external factors. This experience exposed a larger gap in the industry and led me to moving into an independent role, solving problems that software can’t.
In consulting across companies of all sizes, I’ve found that while problems manifest differently in each organization, there are root causes shared by all. Operational barriers often go unnamed, and hold back time, clarity, and forward motion. I now support organizations in a unique way, providing methods and resources for recalibrating vital roles, devising and executing operational strategy, and accelerating the absorption of change.