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 over 45 ownership groups and multiple 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. The objectives were clear: identify the obstacles, create solutions, and smooth out change to reach aggressive growth goals. Bringing this experimental mindset and deep understanding of operations into the corporate roadmap, I began to measure capacity and bridge operational gaps on a far broader scale. This was an entirely different way to surmount the challenges of operations, and those three years shifted my perspective of what is possible in our industry. 

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. Having served ten years on the Alliance Executive Committee as we grew from 50k to 130k units, I had intimate knowledge of not only what we built, but why and the trials and errors it took to get there.

In the aftermath of the merge, I joined Alliance colleagues at a market data software company. As an analytical strategist with a hobby of breaking apart systems to see how they tick, learning the complexities of software as a service and the mechanics of a start-up inspired me to solve the problems that software can't. 

In consulting across companies of all sizes, I’ve found that capacity is most often unlocked not by adding more, but by reframing what’s already in place. My belief is that real change doesn’t come from external fixes, it comes from recalibrating the hidden structures that quietly shape workflow. These barriers often go unnamed, yet they hold back time, clarity, and forward motion.

Keri Conyers