This is selected work, not a complete list. Most engagements are ongoing or covered by confidentiality, and are described here without naming the client or reproducing the deliverable. Where a client is named, it is with permission. Concept work is labeled as such and exists to demonstrate approach rather than to imply an engagement.
An asset competing in the wrong category
Post Chicago was performing near 70% occupancy with no deficiency in location, amenities or physical quality. The conventional reading would have been pricing, concessions, or advertising spend.
The diagnosis was positioning. The property operated as coliving but presented itself as a traditional furnished apartment building, which forced it into direct competition with conventional apartments, where it held no advantage. In a US market with low awareness of the coliving category, that mismatch suppressed conversion, raised price sensitivity, and extended vacancy.
The work repositioned the website, copy and listing presence around what the property actually was, informed by a comparative review of seven European coliving operators and a domestic benchmark. Those operators do not sell units, they educate a market that does not yet know it wants the product, and they resolve the privacy objection before it is raised. That sequence moved to the front of the funnel, ahead of floor plans and price.
At this asset's scale, that swing moves valuation by tens of millions of dollars.
Six figures of advertising, and no way to say what it produced
An operator running 107 properties across 115 locations and three asset classes, supported by a three-person marketing team. The team was competent and had already identified several of the problems this audit confirmed. The constraint was not effort. It was that the systems did not connect, the numbers reaching leadership were rebuilt by hand and could not be trusted, and accountability for turning a lead into a lease was not clearly owned.
Every figure in the audit carries a bracketed reference mapping to an evidence ledger that records the exact file, tab, column and reproduction steps behind it. Nothing appears that cannot be reproduced from a named source. Where a number could not be sourced, it was cut and the gap disclosed.
- More than half of one portfolio's move-ins carried no traceable lead source
- Roughly a third of inbound calls on two business lines went unanswered, on the order of ten thousand calls a year
- For 40% of lost prospects, first and last recorded contact fell on the same day
- A performance tracker reporting average length of stay as roughly 126 years, an unconverted date value nobody had caught
- Over a thousand formula errors, nearly all one unguarded division repeated across tabs
- A five-figure discrepancy between platform-reported and internally-tracked spend for the same period
None of the five priority actions required new spend. Each was a matter of discipline and ownership.
We are not posting to post
Most property social exists to fill a calendar. It is produced in batches, measured in posts published, and connected to nothing downstream. That is what the category has taught operators to expect, and it is why the channel is usually the first thing cut and the last thing anyone defends.
Built properly it works at three points. It acquires leads. It supports the lead-to-lease process, giving a prospect something to find between the first inquiry and the tour. And it holds resident engagement after the signature, which is where retention is actually won or lost.
For a multi-property residential portfolio, that meant a brand system per property rather than a shared template: distinct typographic voice, distinct palette, a defined set of post types tied to where a prospect or resident sits in the funnel. Dozens of touchpoints per property, none of them drifting, none of them interchangeable with the property next door.
This is the alignment argument at the layer where it is hardest to hold. Anyone can keep a brand consistent across four pages of a website. Keeping it consistent across hundreds of posts, produced weekly, under leasing pressure, is the actual test.
The brand held across a managed portfolio
A corporate rebrand followed by ongoing embedded marketing support across a managed portfolio of more than ten communities: leasing collateral, price sheets, reservation agreements, and the copy and buildout for new property sites through a platform migration.
This is what a retained engagement looks like in practice. Not a project with a delivery date, but a standing accountability for whether ten communities and one corporate brand still agree with each other as staff turn over and assets are added.
Selling to operators, from the operator's side of the table
A competitive landscape and market positioning review for a multifamily marketing technology company. Ten competitors analyzed through live sales conversations, product materials and public documentation.
The review assessed where the company sat against three competing archetypes, each winning on a different buyer priority, and where its own positioning could be sharpened rather than broadened. The recommendation was not more services. It was clearer packaging, a modernized reporting narrative, and tighter messaging on the one area where the market had no clear leader.
Naming a tower before the market names it for you
Positioning, naming, identity direction and pre-leasing campaign for a Class A lease-up, built with the handoff in mind: what listing syndication does to the copy, what the first three reviews do to the reputation, and what the first concession does to the story.
Concept work, developed for a fictional property to demonstrate approach.