Experience
Consulting
My consulting work began with a passion project to support the regional manager's transition from single-site to portfolio management. During the two years of consulting, it evolved from there into something much different. As a consultant with a full maker's schedule, I have the clarity and space to create solutions to barriers that have existed for decades. Often, the only way to change the status quo is to step outside of it.
The Start-Up School
In 2021, I joined Alliance colleagues at a market data software company. While the commitment was short, the lessons I took away will remain with me for a long time. The parallels between software organizational design and multifamily are striking; whether we were chasing the constraint or putting out fires before they can spread out of control, we were tackling the same kinds of challenges, just with different names. Learning organizational design from within a different industry fueled my passion to explore how other industries wrestle with the same core challenges.
Making and Breaking the Corporate Strategic Roadmap
After two decades leading operations, I transitioned to the corporate office to work directly for the CEO. My objectives were to identify the constraints and smooth out change to reach aggressive growth goals. These three years shifted my perspective of what is possible when capacity is measured and operational realities are integrated into the initiative roadmap.
When Greystar purchased Alliance, I was curious to see how an organization of that size could integrate 130,000 units heavily intertwined with technology. When they asked if I would stay on and help them understand how Alliance was built, I agreed; it was a rare opportunity to work alongside the national strategy team while they deconstructed our operating model. I had intimate knowledge of every detail of our systems and the complexity of our roadmap, and I conducted a gap analysis of the two operating models. This experience broadened my perspective further than I could imagine.
The Owner Mindset
I developed an owner mentality at Archstone, where the unique way the organization was designed shaped my methods for years to come. The experience of scaling both people and portfolio size as a property manager helped me break boundaries even inside a well-designed company.
I later joined Alliance at 30,000 units, stepping into a leadership group deeply curious about developing new methods of challenging the status quo. Working alongside multiple development and ownership groups, I gained a deep understanding of third-party management and the full lease-up cycle, from early development through stabilization. I continued to break boundaries when leading a portfolio of 17,000 units, 10 regional direct reports, and 26 clients, which enabled me to shift into a strategic role.