Developing properties & people.

Rebecca moved from Leasing Manager into Business Manager / Marketing Manager responsibilities. Regional leadership and property teams sent employees to her for sales-level training. Through Teams, Zoom and direct instruction, she taught leasing professionals to discover what a prospect needed and connect relevant property features to those needs—without high-pressure selling.

The training covered phone sales, tours, prospect discovery, follow-up and closing; CRM and Yardi workflows; leasing software and reporting; Fair Housing; delinquency and collections; renewals and resident retention; and social media, marketing and daily leasing operations.

Leasing 101

She developed property-specific “Welcome to Leasing 101” packets with floor plans, distinct property features, leasing information and blank workbook exercises. Trainees identified what they personally believed made their community special, then practiced expressing those authentic selling points on tours.

Reusable lessons

She created software and how-to videos that could be used across the company, expanding training beyond one-to-one sessions during a period of reduced marketing leadership capacity.

Career growth

A majority of leasing professionals she directly trained later advanced to Assistant Community Manager or higher, many within roughly six months. Examples include team members at Grandview at Clear Pond and Haven Pointe at Carolina Forest. No individual employees are named here.

Her remit extended into billboard design, large-format flyers, community partnerships and events, property marketing and Google review initiatives. She worked with site teams, regional leadership, marketing and ownership where appropriate, turning property-specific needs into collateral, coaching and operational follow-through.

Rebecca also contributed to property audits and acquisition assessments, providing operational observations and reporting to support leadership’s evaluation of potential acquisitions. Acquisition decisions belonged to leadership.

RK took over Grandview at Clear Pond from another management company. The property began the transition with limited established software processes: leases were initially written manually and applications processed without the systems a stabilized site normally relies on. Construction-related issues added to the day-to-day work.

Rebecca stayed involved for approximately four years, contributing to management transition, software and process implementation, leasing, applications, resident management, construction-related concerns, collections, renewals and marketing. She also kept collection and filing processes timely so large balances did not remain on the books.

Occupancy

The property operated in approximately the mid-90% occupancy range during her management period.

Delinquency

Maintained below approximately $500 in monthly delinquency during that period.

Renewals

Renewal performance of 80% or more during that period.

These are property-wide results from a team and operating environment in which Rebecca played a role; they are not attributed to her alone.