Audit the pipeline before you change it
Listings, inquiry response, the tour or sales visit, and the close. Play 01 starts here.
PLAY 01 · INTEGRATION ASSESSMENTHome services
Inside a PE-backed multi-brand platform
I run brand and marketing for a division of a PE-backed home services platform that grows by acquiring local brands. Integration is part of the job: every new brand arrives with its own agency, phones, logins and way of counting leads.
What I've done there
- Ran marketing due diligence and onboarding for acquired brands
- Built daily call-performance accountability across 14+ branches, used by the CEO and local GMs
- Rebuilt spend decisions on lead-to-job matchback instead of lead volume
- Ran weekly branch scorecards and board-level reporting for the sponsor
- Took an AI call-booking agent live across brands
- Directed creative for concurrent rebrands of acquired local brands
Off-campus student housing · 2014–2019
A sales pipeline with a hard deadline
Student housing leases a whole property on one calendar. Every listing, social post, review, inquiry, tour and event either fills a bed before August or it doesn't. I worked that pipeline from the leasing office and across a region.
356 LEASABLE BEDS86 four-bedroom units, 12 one-bedrooms, one model held back
$392Average monthly rent per bed after concessions
$1.68MCollected rent for the year at a sold-out move-in day
Auditing the pipeline end to end
- Online listing management: what prospects see on every listing site, and whether it's accurate
- Social media publishing: a steady content calendar that keeps the community in front of students
- Reputation management: reviews on every listing and rating site, and how fast and well they're answered
- Inquiry response: how fast calls, forms and messages get answered and booked
- The tour route: what a prospect walks past, in what order, and what closes the lease
- Event marketing plan: the calendar of on-campus and on-site events that feeds tours
- Applications to signed leases, tracked by source
Running turn
In the first two weeks of August, half a property or more turns over: a move-out and a move-in for the same bed, often days apart. Turn tests every part of an operation at once: inspections, cleaning, keys, staffing and resident communication.
An acquisition, from the inside
Brought back after an acquisition. Sold out by move-in day.
A 360-bed community I had marketed changed hands in December 2015, and I was retained at another property an hour away. Six months later, I was asked to come back and market the community through its first turn under new ownership, in the middle of a renovation. It was sold out for move-in day for the first time in a few years, bringing in about $1.68 million in collected rent for the year.
- Dec 2015
The community is acquired. I'm retained at another property an hour away.
- Jun 2016
Asked back to market the community ahead of turn and move-in day, during a renovation.
- Aug 2016
Turn and move-in day, with half the property or more moving out and in within two weeks. Sold out for move-in day, a first in a few years.
What carries over
The same lessons, in any roll-up
Time the handoff around the rush
Every business has its August. The 100-day plan is built around it, not through it.
PLAY 02 · 100-DAY INTEGRATIONKeep local knowledge through the sale
The people who know the property or the market are the asset. Keep them involved through the transition.
PLAY 03 · ADD-ON ONBOARDINGMeasure every location the same way
One definition of a lead, one response standard, one weekly scorecard.
PLAY 04 · PERFORMANCE RETAINERStart here
Start with a 20-minute fit call.
Tell me about the platform and the next acquisition. I'll tell you which plays fit and what the first one would cover. For multi-location roll-ups, their sponsors and M&A advisors.