Headline Decisions
- Leslie steps up as the accountability driver for the property-management team — leads the direct "clear-the-air" conversations.
- Lead Simple: move to month-to-month, survey the team, and keep evaluating against the in-house "Landmark 2.0" build. Became a Rock — Complete
- Applications & screening move under Leslie; shift income screening to SafeRent and cut screening cost/turn-time. Rock — On Track
- Showings: stop listing every unit — limit what's advertised, move to pods, and audit. Pods Rock — Complete
- Training ("the Landmark Way") needs a single home and an owner — keep it simple and high-level first.
- Commission structure & profit sharing deferred to Q3/Q4 (review season).
Issues Solved (IDS)
The team worked through several personnel issues on the property-management side. The common thread: a need to set clear expectations directly, hold managers accountable, and make sure no one is surprised by feedback.
- Wendy — role is transitioning; she'll report to Leslie, and Applications move out from under her. Kim & Leslie to hold a same-page meeting to set expectations.
- Ben (remote Sr. PM) — concerns around leadership, sense of urgency, and holding his team accountable. Stays on the issues list; Leslie to lead a direct conversation.
- Eric — strong in many areas but core functions (audit reviews) aren't getting done; a clear, direct "same-page" conversation is needed.
- Catherine — drives change and is a capable PM, but behavior/attitude needs to change; she has not yet been given firm, direct feedback. Set expectations.
- Mariana — performance concerns; address via a clear conversation / PIP.
Lead Simple solved the original problem (managers not knowing the process), but adoption is uneven, workflows have too many steps, and it can't write back to AppFolio — creating double entry. The contract renews in June (notice required by end of March).
Biggest cost/time issue: not income-screening everyone up front, manual uploads, and criminal-screening expense. Turn time is ~5 business days (down from ~10 a year ago) but multi-applicant files and criminal searches slow it.
Showings aren't run "smart" — every unit in a building is listed and shown five days a week, clogging the calendar and killing urgency. Photos are old/inconsistent and branding needs work.
Swell (~$250–300/mo in payouts) may be going away. Want reviews credited to Landmark, not individual employees, and a simpler push.
Lots of great content is being created (Amber, podcasts, safety meetings) but it has no single home and isn't searchable. The prior attempt with an outside hire didn't land because the scope ballooned.
Commission structure and profit-sharing/bonus design were left on the long-term issues list — revisit around review time (Q3/Q4). No commission expected for the leasing coordinator at this time.
To-Dos Out of the Meeting
- LeslieLead the clear-the-air / same-page meetings for the PM team (Eric, Ben).
- KimSame-page meeting with Wendy (transition, now reports to Leslie) with Leslie present; firm conversation with Catherine; follow up with Mariana.
- KimFix income + criminal screening flow with SafeRent to cut cost & turn time.
- MikeGive Lead Simple notice to go month-to-month; Boise/dev visit; stand up the weekly AI-team sync.
- EricWeekly AI-team sync; resolve the Charissa situation.
- Troy + KimArchitect the big client event; Haley on programs, invites & materials.
- TroyWrite & dial in the core-values speech for State of the Company.