My career with INDIO started with a 1500 unit portfolio a new takeover of 5 communities in one. I named them, staffed them, designed office layout, built the culture, implemented policies and procedures, worked heavily with construction and ownership to rebrand, and revitalize a community that had 400 down units, 10 pools with no swimming for years, and many clear housing violations. We rolled out SMART homes, parking SNAP, Gatewise, and many other tools to protect the asset in addition gain income. Started with $1.2 million delinquency, 79% occupancy…end of Dec 2022 we were $250k delinquency and 95% occupancy - we celebrated! 43% renovations completed. 2022-2023 I took over 6 more communities in Abilene, Dallas, Midlothian and Waxahachie. Currently overseeing 10 properties and 4 additional owners. My team consisted of 49 employees. All under some strain of poor traffic, occupancy trends, delinquency, owner woes, and renovation/income opportunities. We plan, we set SMART goals, we implement. My leadership style is offering clear direction, creating goal oriented team challenges/competition, and being transparent. I am all about support and finding what works for my teams including staffing, training and thinking outside the box. Working smarter and having balance day-to-day. While requiring weekly MMR’s, daily invoices/PO’s, RED reports as needed, monthly RA’s and Variance, weekly revenue calls, and trainings. Work closely with other departments.2021 and 2022 I was running the Culture Committee. Weekly meetings to implement and improve culture within corporate and roll out giveback initiatives within the company. We served the community and donated thousands to our organizations. Also planned our holiday parties and quarterly corporate happy hours. I enjoy event planning.2022 also on the Budget Camp Committee. Designed and dedicated time to an awesome camp with team building and after hour events, vendor and leadership participation.

Oversee 6 diverse communities ranging from 59-440 units garden and mid-rise. Worked directly with owners to roll out income producing service and software, continued rehab, and new takeovers. Team achieved Improved NOI and stabilized occupancy during global pandemic. Focus was team engagement and support.

Currently, I oversee the operations on 5 assets ranging in size from 152-784 units for 2 different owners (one being a REIT). The day to day includes reporting from managers to approve and forward to owners, reviewing pricing through Yeildstar to maximize growth and leasing velocity, and be a support to my team! Support is my favorite part of this position. I want all my managers to learn and grow into the best leaders and mentors they can be. I hope that my style of training, mentoring, and leading is accepted and admired. I want my teams performing and growing and I also love increasing revenue! Improving our NOI and Gross Revenue is a huge motivator. Just recently sold a community and the community performed so well that they blessed me with an operating bonus! We need to exceed budget expectations and of course hope that our budget was not too aggressive and actually achievable. Success to me means loving your career and being able to push the envelop with the support and recognition from your company to its team members.

Oversee 1,032 unit community with 23 employees. Budget preparation, $5 million rehab, AP/AR, implemented Yieldstar Revenue Management software, Market Survey, Lease Management. Since February 2015 take over I have trained and hired 7 new team members. First 6 mos included a full site review and audit, we transitioned into Yieldstar and continuously increasing our GPR. I am controlling the interior rehab by selecting units, scheduling and ordering and ensuring correct data in Yardi. I meet with contractors on a daily basis to ensure work is completed to satisfaction and details are addressed as needed. My team has been incredible during this transition and we want to continue being the driving force in our market.

Oversee 1,032 unit community with 25 employees. Budget preparation, $5 million rehab, vendor review, training new hires, AP/AR, Pricing Schedules, Market Survey, Lease Management, increased occupancy 6% and stabilized at 95%, and increased GPR by over 14% in less than 2 years.

180 unit community with 3 team members. I took over this community in October 2011 with 83% occupancy and a 79% trend. The community is in a college town near Mississippi State University and could not fill up. A lot of attention was needed to advertisement with updated photos and descriptions to boost the community's reputation. Resident retention was also a much needed asset. I started a facebook page and started emailing residents with updates about the community events and sporting events at MSU. Slowly our occupancy was creeping up. To date we are now 97% occupied and trending 99% and we are 85% occupied for the fall term. A lot of marketing and out of the ordinary customer service was needed to reserve apartments for fall. In past seasons there was only 38% retention for renewals in the summer and to date we are at 64%. It is extremely important to the financial impact to close the back door, keep your current residents happy and provide the upmost best customer service. Back to basics is what this community needed and a little technology.

Managed two communities for Greystar. Sonterra at Buckingham. I oversaw a $200k renovation project included exterior landscape, paint, and gutter repair with an interior ammenity face lift. Increasing income was my main focus, however challenging with the price shopping clientele and fierce competition within walking distance. Again, resident services and customer service is always most important. Throughout my 15 months we stabilized the lease management, increased renewal retention from 45% to 58%, increased the Satisfacts survey from a 1.2 out of 3.5 to a 3.2 out of 3.5 in customer service and overall value. I created a Crime Watch Program for the community with monthly meetings, building captains and worked closely with the Richardson Police Department. Initiated an upgrade package to all new leases and renewals to increase rental income and improve the interior of the apartment homes with minimal cost. Improved value on the community by offering more resident services, improved follow-up procedures, and overall business practice with organization and guidance. Believe in constant review of competition to keep in line pricing, marketing to area businesses and schools, and putting in the required time it takes to make positive changes.Moved to Wellington Place a Low Income community with extremely challenging conditions such as many down units, electricity disconnected because of stolen meters, stripped units, crime in all facets, deteriorated exterior appeal and learning the requirements of a LURA bond program for the housing requirements for new and renewed leases. In less than 1 yr we doubled occupancy, exceeded budget expectations, removed ourselves from the Dallas Safe List, improved exterior curb appeal, turned units with minimal cost, and kept utitlites going by inspecting units on a daily and weekly basis. The residents were my first priority making the community what it was; safe, inviting, and offering great customer service.

Managed a 948 unit (3 phase) community. This community was a great opportunity for me to advance in my career. I managed two offices consisting of the Leasing and Resident Services Centers. I over saw a team of 20 with a multi-million dollar budget. We averaged 89% occupancy and was considered the gem of the owners. Quarterly sales events, pavement pushing marketing, and strategic lease management moved this community from the mid 70 percent occupancy to reach 90 percent in only a few months. Retaining this quota was the challenge with the economic hardships resident retention was high priority. Customer service in its purest and basic form. This large of a community shows my strength as one who can organize, delegate, and successfully communicate all facets of apartment management. My primary responsibility is to facilitate all of the needs of a community with a 100% team effort including, constant supervision, marketing, resident retention, and expense control. I took an active role in the fundamental policies and procedures, budget forecasts, owner letters, budget variances, I am an avid listener and commentator, a leader, a mentor, and trainer. I enjoy being the person who can answer your questions, help in crisis situations, develop new procedures and carry them out. I specialize in multi-tasking and motivating my team to work together to accomplish our goals.

144 units with 4 team members. Came on board to help with the sale of this community. With positive retention efforts and excellent customer service our occupancy increased 4% and our retention efforts made huge strides retaining 71% of it's residents during the last 4 months I was there. I did s thorough rent roll audit and found 21 unauthorized pets increasing other income substantially. Even though this was a temporary position, I gave it my all. We were very successful in the end by closing on the property at a 97% occupancy rate.

I grew in my career with Scott Communities. First started as an Assistant Manager at a 370 unit community in Chandler, AZ. Then transferred to a lease-up community also as an Assistant Manager with 400 units. After, two years was given the opportunity to manage the same community. In this growing area of Avondale, AZ the 400 unit community was actually managed as two different communities with separate budgets and operating systems. Every detail had to be done in duplicate. Struggling to keep occupancy high on both phases was a challenge as they were different ages and offered different sizes with rental rates only 1-2 percent different. Many changes occurred during 2005 including a new mechanic school opening up within 1 mile of the community which changed the demographic dramatically. Also, a large corporate housing need occurred from the close by nuclear power plant of APS going under upgrades. The West Valley was booming, many other luxury apartment communities started popping up and the housing bubble was about to implode upon us, which would start to drive housing rental rates at or below the rates of apartments. The struggles to maintain occupany were ever so challenging. Keeping a 90 percent occupany meant resident retention, marketing, continuous market study, and customer service. At the time of my departure due to the sale of the community we were still holding strong at 90.3% occupancy.

276 unit lease-up community. Responsiple for all monetary, resident retention, support manager, bookkeeping AP/AR, legal actions, trainer on all computer aspects with AMSI and leasing procedures for all new hires, trouble shooting all apartment sites when corporate trainer was unavailable, help attained 95% occupancy on lease-up community.

worked closely with owners to report delinquency, revenue and projections. Processed all AR/AP and legal actions.

196-660 unit communities and 6-15 employees. Stabilized one community from 85% occupancy to 97% in less than 6 months with strong marketing and resident retention. Organized a plan to renovate 20 year old community with new carpet, paint, and capital improvements without overspending and exceeding budget analysis.