Technology leadership from someone who also owns the buildings.
Most technology advisors have never had capital in the asset. That gap shows up the moment someone walks in with a vendor demo and clean-looking reporting.
That changes every technology recommendation we make.
When a vendor walks in and the demo reporting looks clean, we know exactly what to ask about what the data looks like six months into production. When a pricing recommendation comes out of a model, we understand what it means for NOI and when the model is likely wrong. That judgment does not come from advisory work alone. It comes from having capital in the asset.
A bad integration hits the asset before it ever shows up in a support ticket.
The organizations we work with have typically reached a point where their technology is growing faster than their ability to manage it. More systems than they can keep track of. Data that lives in too many places. AI decisions that nobody has claimed ownership of. They need someone who understands both the technology and what it costs when the technology is wrong.
The experience behind this work
Building engineering organizations
Scaled engineering teams across AEC software, consumer fintech, and PropTech. Grew revenue, shipped production systems, and built the delivery processes that let each company grow without breaking.
Domuso
Built the core payment systems processing rent transactions at scale. In this domain, a system failure means a resident cannot pay rent. The standard was reliability.
Bluebeam
Grew the engineering organization from 12 to 180 people and revenue from $5M to $150M-plus. Built the systems and delivery processes that made growth at that pace possible without the organization coming apart.
Albert
Scaled engineering through a hyper-growth phase for a consumer fintech platform serving millions of users. Built the team structure and delivery processes that kept product velocity high as user volume multiplied.
Real estate ownership
Private lending and direct ownership across more than 1,000 units in residential and multifamily real estate. Enough experience to understand exactly how technology decisions land on the asset side.
How we approach this work
We start from the business problem. The right answer might be fixing what exists. Sometimes it is building something new. We follow the problem, not a predetermined scope.
Execution is not optional. At the end of an engagement, you do not get a 60-page deck and a handshake. You get decisions driven through to completion.
If it didn't hold up in production or doesn't make sense on the asset side, we don't recommend it.
No software to sell. No referral fees. Every vendor recommendation stands on its own.
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