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SUPPLIERS OF MULTIFAMILY, how would you rate the "health" of the industry right now? (Owners & Operators, you can select the last option to see the results, and tomorrow we will get your perspective!)

SUPPLIERS OF MULTIFAMILY, how would you rate the "health" of the industry right now? (Owners & Operators, you can select the last option to see the results, and tomorrow we will get your perspective!)
Guest Insider Brent Williams I love the question but would love more context. Health of the industry relative to the financials? I think it's tough. With respect to leveraging technology? It's okay... with respect to people in our industry Absolutely Amazing with a caveat. Love love love the onsite teams here -- but see increasing pressure for all industry partner and operator alike to do more with less, which I fear has some longer term consequences to consider...
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Brent Williams At the end of the day, I think people will probably answer based upon their own interpretation, but from our perspective on the supplier side, "health" is relative to their own prospects - are deals closing or stalled? Are projects getting scaled back? Etc?

From the owner or operator side, this could go in a lot of directions, honestly, from challenges with flat or declining rents, higher incremental costs like maintenance supplies or construction materials, or continued struggles with interest rates.
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Guest Insider With you on this. Need more context as it’s a bit too broad. Also great points you bring up. I interpreted it from my point of view and general “feelings” which is not very contextual in and of itself lol.
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I asked Kelly Weems what her biggest challenges as an RPM were right now. Do you all see the same struggles?

"Unrealistic expectations from ownerships, overloaded on property count, ownership groups wanting more for less and combatting onsite burnout because the teams are being stretched beyond capacity. It’s hard out here but we are pushing!"

I asked Kelly Weems what her biggest challenges as an RPM were right now.   Do you all see the same struggles?"Unrealistic expectations from ownerships, overloaded on property count, ownership groups wanting more for less and combatting onsite burnout because the teams are being stretched beyond capacity. It’s hard out here but we are pushing!"
Guest Insider Could not agree more!
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Guest Insider This is 100% accurate - the short staffing but expecting service and property/asset to be cared for as if it's full staffed is to me, the #1 challenge and downfall. it creates a cycle of burnout and employees looking for change, creating a hamster wheel and never ending cycle of leaving, hiring training new, burning them out, repeat repeat. Honestly it's why I left my regional manager position.
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Guest Insider All the above, exactly why I wanted to take my life back and leave the industry 💯
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Great post from Hari Mann on IRR vs. Equity Multiple (EM) — Which one do you all trust more?

To give a bit of context for those just getting into real estate investing, both are metrics used to calculate an investment return, but they tell very different stories.

IRR measures how fast your money...

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Inspired by another post, I'm curious whether your communities do pool maintenance in-house versus using an external company?

Inspired by another post, I'm curious whether your communities do pool maintenance in-house versus using an external company?
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Ken McElroy: This Should NEVER Happen to the Housing Market

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In our second annual Tech Adoption Report, we see a complex picture emerge for technology categories within multifamily, with several categories gaining steam in 2025, while other previously hyped tech seeming to cool off.Special thanks to Appfolio and Snappt for supporting this research.Each of the following showed strong implementation improvements relative to 2024: ID Verification (Implemented 76%) Credit Reporting (Implemented 64%) EV C ...

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When a prospect applies to one of your communities, have they been shown ALL required additional fees by the time they have finished the application process?

When a prospect applies to one of your communities, have they been shown ALL required additional fees by the time they have finished the application process?
Guest Insider This one really depends! Based on perceived value, some people do not need me to indulge deeply. It could be perceived as quite rude. This demographic usually asks for a ballpark estimate, and with the trust we’ve mutually built, I always say to please review and sign lease.

If I pick up they are price conscious, 100% I disclose all fees before we leave that offer for a tour and that garners trust. I hate wasting time on all fronts.
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Guest Insider 99% of the time -yes! A quote and move in charges are given during a tour or sent after a phone call. Transparency builds trust. No sudden surprises for either of you - like when that utility statement creeps in to the rent total since it’s billed back 2 months in arrears and they walk in…🤪 yes it’s populated on the lease but we all know those who don’t read that 50+ page document. ✌🏻
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As Apartmentalize is drawing near, I wanted to highlight sessions that are in my sights. These are all multifamily-related, but I will probably branch out beyond our space, as there are always valuable lessons to be gained from other parts of real estate and beyond.  Artificial Intelligence and the Future of the IndustryArtificial Intelligence (AI) is not a passing trend and property management companie ...

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What do you all think about unannounced visits? I came across this and wanted to get your take on his advice:

"I made regular visits to my properties, typically once a month and I still do. I often didn't announce these visits to the onsite team, allowing me to observe their operations when they...

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Guest Insider I’ve always tried to plan visits with my managers to be considerate of the action items they are focused on each day and team schedules.
Occasional unplanned visits with a motivational surprise or compliance check can be a positive, if done thoughtfully.
You can’t expect your team to be considerate and respectful of your time if you aren’t considerate and respectful of theirs.
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Suan Tinsley I did the same as you with the same goal in mind.
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Gabrielle Gonzalez Great conversation. Good points on both sides. It really comes down to trust on both sides and respect for the on site teams time.
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Guest Insider Absolutely NOT!
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Karen Mallinger It's Tuesday and I'm about to catch up from Monday and Friday...just know you're only human and prioritize. I will say pool season is not for the faint of heart. 😘
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Rewind the clock 30 years looking at the on-site office team, you would have likely seen a property manager, assistant property manager, and 2 or 3 leasing consultants.  Five years ago, you would have likely seen the same exact structure.  But today, things are looking much, much different.At the last Blueprint event, we dissected how specialization, outsourcing & offshoring, and AI a ...

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by Rommel Anacan

“Done For You” Shouldn’t Mean “Let Go of the Wheel” - Multifamily Blogs

We love set it and forget it in multifamily housing, don't we? Whether it's the rise of self-guided tours, automated follow ups, technology that sells,…

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Guest Insider Easy! Recipe for Team Success
Ingredients:
• 1 leader in a management role (not just a manager — there’s a difference)
• 2 cups of comprehension and communication (especially during misunderstandings)
• 1 generous scoop of excellent customer service (without breaking rules)
• 2 teaspoons of trust
• 1 pinch of patience
• A dash of emotional self-awareness
• A side of personal growth (getting help outside of work when needed)
Instructions:
1. Start with a leader who guides, supports, and uplifts—not someone who just holds authority.
2. Stir in comprehension and communication, especially in moments of misinterpretation. Let this mixture simmer until understanding is reached.
3. Add excellent customer service, being careful not to over-season with rule-bending—stick to the Fair Housing guidelines.
4. Sprinkle in trust and patience, essential for day-to-day collaboration.
5. Blend in emotional awareness, encouraging team members to manage personal struggles outside of work so they don’t...
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Chris Finetto - 5 Tablespoons of humor
- 3 Dashes of satire
- 30ml of patience
- A good sprinkle of ambidexterity.
- And a heaping scoop of “everyone is on the same team so figure it the phuck out…”
Best paired with with a side of vodka and Vicodin.
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Guest Insider Ingredients:
• 1 cup Clear Communication
• 2 cups Resident Empathy
• 1 ½ cups Operational Consistency
• ½ cup Flexibility & Adaptability
• 2 tablespoons Proactive Problem-Solving
• 1 generous scoop of Team Collaboration
• A pinch of Positive Attitude (daily)
• Data Dash – insights from surveys, reviews, and feedback
• Optional garnish: Humor, Heart, and a little Hustle
Instructions:
1. Preheat the Culture
Start with a strong foundation of shared values. Warm up the team with a clear sense of purpose: serve residents, support each other, and represent the community with pride.
2. Mix Communication and Empathy
Blend your communication and empathy until smooth—this creates the base for trust with both residents and teammates. Stir in active listening, especially during resident frustrations or internal challenges.
3. Fold in Operational Consistency
Carefully incorporate consistent processes: follow-ups, move-in checklists, maintenance timelines, and renewal workflows. This ensures every...
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Market data collection strategies, including the collection of public versus private data, has dominated the headlines over the past few years, so I asked Clay Llewellyn, COO of Income Property Specialists, to discuss their market data strategies.In this interview, Clay discusses how they evolved their market data strategies over time from manual collection, revenue management systems, centralized data colle ...

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