Twenty-four hundred doors, thirty staff, and an onboarding program that consisted of following Denise around for a quarter. The knowledge was real and the results were good, but every new hire cost a veteran three months of shadow time, and every departure took institutional memory out the door with the cardboard box. Owner statements went out on time because two people worked the last weekend of every month, every month. David could grow the portfolio or keep the quality. He was tired of choosing. The audit mapped what the veterans actually did, which turned out to be both simpler and smarter than anyone had written down, because no one had ever written it down.
The real procedures existed only in veterans' habits. Training meant cloning by proximity.
Owner reporting was assembled by hand from three systems, on personal time, twelve times a year.
More doors was the goal, but nobody had set what good growth looked like per hire, per manager, per month.
The playbook is theirs, captured and organized. New hires learn the system, not a person's shadow.
Reporting assembles automatically and a human reviews it, on a weekday, before it sends.
Doors per manager, hires per quarter, in writing. Growth decisions stopped being gut calls.
Onboarding used to take months of shadowing. Now the process is the system, we hand new staff the keys.
David G. · Principal · Property Management
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