our blog

AI in Multifamily: Artificial intelligence is no longer a distant concept. It’s here: transforming all industries, including multifamily real estate. At the recent RETCON conference, the panel "AI Strategies in Multifamily: How to Ride the Wave" explored AI’s real-world impact on leasing, accounts receivable, and customer service. Moderated by Rich Hughes , SVP AI Strategy & Innovation at RealPage , the discussion featured insights from Kyle Nelson ( Snappt ), Anil Singh ( Veritas Investments ), and Nicole Jones ( Veris Residential ). ‍ AI is streamlining critical business functions, automating time-consuming tasks, and enhancing operational efficiency. In accounts receivable, it speeds up payment cycles by automating invoice management. In customer service, chatbots and virtual assistants provide instant responses, reducing resolution times and improving satisfaction. AI also accelerates leasing and tenant screening, processing vast amounts of data in seconds and improving credential verification, allowing teams to focus on high-value interactions. ‍ Beyond automation, AI is reshaping the customer journey. Prospects now receive rapid, consistent responses, eliminating long wait times and frustrations. AI-driven personalization tailors interactions, making engagements more relevant, while automated leasing reduces errors and speeds up approvals for a seamless move-in experience. Meanwhile, AI’s ability to analyze massive datasets is a game-changer for decision-making. From fraud detection to predictive analytics, AI identifies inefficiencies, detects patterns, and provides real-time insights that optimize workflows and business strategies. ‍ As AI adoption accelerates, companies must strike a balance between automation and human interaction. While AI enhances efficiency, human judgment remains essential for complex decision-making, emotional intelligence, and relationship-building. Ensuring AI aligns with a company’s brand identity is equally as important: figuring out how to strike the balance of leveraging AI for efficiency, while preserving the human touch. The panel collectively emphasized that the most successful AI strategies start small, with incremental deployments that demonstrate quick wins and build confidence. The importance of training AI models to maintain authentic, on-brand messaging was often highlighted. ‍ Looking ahead, AI’s role in multifamily will only deepen. AI agents will soon manage more complex tasks like lease negotiations and financial transactions. Specialized AI solutions tailored to industry needs will continue to emerge, and advancements in computer vision and robotics will reduce the need for physical site visits, making property evaluations faster and more cost-effective. ‍ "AI is now embedded in the fabric of everything we do. With that, we need to think about it as an efficiency mechanism that drives business outcomes. If we start thinking about it as a category, we lose sight of the problems we were trying to solve in the first place." - Kyle Nelson, VP of Corporate Strategy ‍ AI is no longer just about automation, it is now a strategic asset that has the power to redefine entire business models. But success depends on thoughtful integration and human oversight. Companies that harness AI to enhance efficiency while preserving the human touch will not only keep pace with innovation but will shape the future of the industry. As the RETCON panelists made clear, the AI revolution in multifamily is just beginning.

The RETCON 2025 Conference was recently held in Las Vegas, and it’s clear that our industry is standing at the intersection of rapid innovation and the need to double down on human connection. Here’s a look at the top takeaways and trends that multifamily leaders are focusing on right now: 1. Blending Tech and Humanity It’s not about choosing between technology and people — it’s about making them work in harmony. Tech should simplify processes and free up time for your team to focus on what matters most: resident relationships. 2. Centralization is Gaining Momentum Companies are streamlining operations by centralizing admin tasks, leasing support, and even maintenance troubleshooting. The result? On-site teams can focus on delivering an elevated resident experience and becoming community leaders rather than being buried under admin tasks. 3. Change Management is Non-Negotiable Technology rollouts require careful planning and communication. Piloting programs, explaining the "why," and involving on-site teams from the start are key to successful adoption. 4. Data + Curiosity = Smarter Decisions Operators are relying heavily on data, but they also recognize the power of curiosity. Listening to frontline teams and continuously asking questions ensures decisions are both informed and people-focused. 5. AI: The Ultimate Assistant (Not a Replacement) AI is streamlining everything from lead qualification to maintenance requests. But everyone agrees: human handoffs need to be seamless. Done right, AI is your team’s best assistant — not their competitor. 6. Hospitality is the Future of Multifamily Your community isn’t just a property; it’s an experience. From concierge-style services to activated amenity spaces, the industry is taking cues from hotels and hospitality brands. 7. Speed is Everything Leads don’t wait — 45% of opportunities disappear if not responded to within four hours. Two-hour response times are the new norm. CRMs with built-in AI are no longer a luxury. 8. Build a Flexible Tech Stack APIs and integrations are key. One-size-fits-all solutions won’t cut it anymore. Operators are building customized tech ecosystems designed to evolve with their business. 9. Urban Markets Are Watching Closely Urban cores are beginning to show signs of resurgence, but there’s still caution in the air. Creativity will be key to navigating the urban-suburban balance in the coming years. 10. Foster a Culture of Curiosity Curiosity leads change. Companies that encourage learning, experimentation, and open dialogue will be best positioned to lead.  In Summary The biggest lesson from RETCON 2025? Success in multifamily comes down to balancing innovation with human connection. Thriving in this next chapter will require investment in technology and a shift in hiring strategy to highly trained tech administrators, and skilled customer service teams to master the tech hand-off. Stay curious. Stay connected. And most importantly, stay human.

The real estate market, particularly in the multifamily and build-to-rent (BTR) sectors, is undergoing a recalibration—not a retreat. A recurring message at this year's industry gathering was clear: fundamentals are back in focus. Quick flips and speculative upside have given way to strategic patience, with seasoned players emphasizing time-tested strategies over trend-chasing. ‍ Despite macro uncertainty, the BTR sector continues to hold long-term promise. The term “missing middle” surfaced repeatedly, reflecting the growing recognition of a structural housing gap between traditional multifamily rentals and single-family home ownership. BTR, increasingly seen as a permanent asset class rather than a transitional one, offers a compelling solution. These developments aren't just a sign of optimism—they're a signal that the sector is maturing. ‍ DR Horton , the most active seller in the current cycle, has leaned heavily into forward BTR transactions. Their strategy is volume-driven, a function of public-market accountability rather than a harbinger of distress. They’re not running from BTR—they’re monetizing what they’ve built and cycling capital efficiently. That’s a nuance many investors miss. Their activity does not reflect weakening market fundamentals but a corporate imperative to show lot sales volume. ‍ Capital markets remain in price discovery mode. Inventory for sale is light, and both buyers and sellers appear willing to hold their breath a little longer. Deals are getting smaller—not because opportunity is shrinking, but because developers are moving down the ladder in deal size and unit count to stay active without outsized risk. This is survival through adaptation, not contraction. ‍ Financing, however, may be the most dynamic piece of the puzzle. A notable number of lenders from the single-family world are showing up with creative structures, often tailor-made for sponsors in the BTR space. The blurring of asset class lines here is both tactical and opportunistic. Lenders are recalibrating as much as developers are. ‍ For operators, hold periods are being reconsidered—hard stop. Three years isn’t a strategy; it’s a hope. The smartest capital is extending horizon expectations to 5, 7, even 10 years. That’s where stable returns and operational efficiencies emerge, especially as BTR management remains an evolving capability. No one’s cracked the code on managing these assets at scale yet—but whoever does will define the next generation of BTR returns. ‍ Lastly, geographic diversification is being approached with caution. Instead of seeking the next “hot” market, investors are retrenching into places where they have the deepest insight and networks. Comfort and context are trumping speculation. ‍ This isn’t a pause—it’s a reset. And it may be the healthiest signal the BTR market could send. ‍ RECAP from IMN Build to Rent Conference 

The wake-up call came when his property management company lost two big clients, comprising about 20% of its revenue. ‍ It was an unsteady time at Howzer Property Management , the company, which manages about 1,000 doors, was transitioning its property management software, and its CEO, Casey Howe, said it lost a sense of purpose. “Our staff didn’t look forward to coming to work,” Howe told an audience during a session at the MXSummit by Property Meld this month in Rapid City, S.D. ‍ The session, “Customer-Obsessed: The Key to Thriving Property Maintenance Operations,” spoke to why keeping clients happy is a key to successful and profitable management. “As an industry, we are good at process, but our focus on making clients happy can be lacking,” Howe said. ‍ Howzer received complaints, including poor communication on maintenance, clients' inability to understand the financial statements, excessively long draws, clients' prior notice of issues that the management company did not address, and insufficient explanation of pricing. ‍ The company refocused, and the results were astounding. It improved its 33% CSAT (Customer Satisfaction) rating to 72% in about six months. “We started talking directly with our clients and that immediately helped us to identify and begin resolving issues,” Howe said. Having that open line helped to put both parties at ease. “There aren’t many ways we can differentiate our businesses in this industry, other than price and service,” Howe said. ‍ His company’s priorities shifted away from innovation and being an early adopter. “For that, you can let other people fail for you, so you don’t have to,” Howe said. “We needed to have an outward focus: What are our clients asking for, and can we deliver it?” The key is to hire a client success manager, Howe said, a position he was familiar with having previously worked in SaaS technology. ‍ “There aren’t many in our industry who have them because the responsibilities are often wrapped in the property manager position,” he said ‍ Other steps that led to revenue per door increases were conducting customer success surveys. It focused on client onboarding, legal issues, client strategy & financial acumen, and tenantnproblem resolutions. He also advised taking a hard look at an existing process. Howzer chose maintenance coordination. “Look at your processes and ask yourself, ‘If I were a client, what would I do differently?” he said, which led to new approaches ‍ He shared maintenance timelines with clients, he made them aware of costs up front, he offered proactive updates, clarified notations on the financial statements, and involved the lead technician and supervisor when needed. Howzer’s clients varied in the number of units they owned, which influenced some of the efforts. ‍ “An owner who has 50 units probably doesn’t want to hear about every maintenance work- order that is conducted,” Howe said. “But one who has just three units probably does.” Management companies have their processes, and they tend to stick to them. ‍ However, by making his clients more aware through information sharing, he achieved success.

Housing is no longer a background policy issue. At NMHC, it was clear that affordability, supply, and regulation have moved to the center of political debate and public awareness, shaping how consumers vote, how capital is deployed, and how communities grow. Former HUD Secretary Hon. Marcia Fudge reinforced the urgency of the moment, noting that the nation faces a severe housing shortage and that increasing supply remains the only durable solution, “we are short housing, and we need a lot more of it.” NMHC leaders emphasized how years of research and advocacy have helped reframe the national conversation. Data linking restrictive regulation to constrained housing supply has become foundational in media coverage and legislative discussions. Today, policymakers across the political spectrum increasingly agree that affordability cannot be achieved without new development. At the same time, investors described a rapidly shifting regulatory environment that is influencing where and how capital is deployed. Rent control, climate legislation, and political volatility have made risk harder to price in certain markets, prompting some firms to avoid jurisdictions where outcomes are difficult to underwrite. For renters and consumers, perception has become just as important as policy. NMHC leaders outlined efforts to modernize the industry’s visual and verbal language to better reflect the role housing providers play in strengthening communities. Changing how rental housing is viewed supports advocacy, improves trust, and helps counter narratives that oversimplify complex challenges.  Coalitions with real estate, finance, homebuilding, and technology organizations are amplifying these efforts through coordinated, data-driven messaging at the federal, state, and local levels. With legislative control and regulatory authority constantly shifting, speakers stressed the importance of proactive engagement. Housing has become a mainstream issue for voters, renters, and investors alike. The opportunity now is to lead the conversation with clarity, credibility, and unity.

Leadership evolution emerged as a defining theme at this year’s NMHC meetings. Speakers made it clear that the industry is facing a pivotal moment and that progress will depend on whether housing providers actively shape change or passively respond to it. ‍ Julie Smith, Chairman of the NMHC PAC and CAO of the Bozzuto Group, emphasized that trust sits at the center of the industry’s future. Building that trust with residents, investors, policymakers, and communities requires consistent language, transparency, and leadership that is willing to engage rather than react. “If we are not at the table, we are on the menu.” Initiatives like the voluntary Trusted Housing Provider framework reflect a broader effort to move away from narratives imposed on the industry and toward standards defined by it. Speakers acknowledged that addressing issues like privacy, data security, and public perception takes time, but stressed that measurable progress is already underway. Another central focus was leadership transition. NMHC leaders highlighted the need to intentionally prepare the next generation to lead in an environment that is more regulated, more scrutinized, and more politically complex than ever before. New programs are expanding pathways for emerging leaders, entrepreneurs, and mid-career professionals to engage meaningfully. Enhanced onboarding, deeper networking opportunities, and smaller peer-focused forums are designed to meet members where they are and create space for leadership development at every stage.  “True engagement means real conversations and meeting people where they are.” Sharon Wilson Geno NMHC President Advocacy funding and participation were also framed as leadership responsibilities. Over the past two years, NMHC has raised more than $4.1 million, including $2.1 million in a non-election year. Individual participation continues to grow, but speakers were clear that advocacy cannot be carried by a small group alone. As the industry approaches another critical election cycle, the message was unmistakable. Leadership evolution is not optional. The moment to step forward is now.

One of the most striking aspects of last week’s Blueprint Conference was not confined to the sessions or the main stage. It was happening everywhere else. From the hallways to the round tables and the aisles of the trade show floor, attendees found themselves in conversations that felt more organic and unexpected than at many other industry events. ‍ In conversations with consultants, vendors, operators and owners, one common theme emerged: The diversity of markets, titles and perspectives represented was far greater than anticipated. Many attendees described finding themselves waiting to meet a contact they had arranged with ahead of time, only to strike up a conversation with a complete stranger nearby. With the usual familiar faces and industry cohorts not always present, people naturally stepped outside their comfort zones. ‍ This dynamic led to a kind of serendipitous networking. I personally spoke with people across the spectrum, including media professionals, software providers, investors, single family owners and operators of large multifamily portfolios. These conversations not only expanded my view of the industry but also revealed a much more interconnected and niche world than what is visible from the main stage. ‍ While the sessions themselves offered valuable takeaways, the greatest lesson from Blueprint this year was that the most impactful connections happened outside the structured agenda. When diverse markets and titles are combined with a willingness to engage beyond one’s usual circle, it creates space for original exchanges of ideas and perspectives. ‍ Blueprint demonstrated that conferences are not only about the content on the agenda. They are also about the conversations that occur spontaneously, sometimes with people you might never otherwise meet. By embracing the unexpected and stepping into unfamiliar interactions, many attendees walked away with insights and connections that would have been difficult to find elsewhere. This was a powerful reminder that, in real estate and technology alike, innovation often begins with an unplanned conversation.

One of the best parts of Blueprint this year was the chance to host a roundtable on a topic that fires me up: how marketing moves from “support” to being a true strategic engine for multifamily organizations. We titled the session From Brand Voice to Business Impact because there really is no “one size fits all” in this space. Some marketing teams are lean and scrappy. Others are larger and highly specialized. What matters most isn’t the org chart, it’s the vision and the impact. The leaders who stand out are building teams that drive growth, shape resident experience, and influence the business in meaningful ways. The leaders who joined me I couldn’t have asked for a better group around the table: Shelly Steitz, Consultant at Cadence Marketing Solutions David Keinert, SVP of Operations at AEON Laurel Zacher, Consultant at LZ Strategic Marge Enrique , Senior Director of Marketing, Westhome Property Management Katie Nelson , Consultant at Lustra Multifamily Kristy Dale , Leadership & Technical Trainer at Pegasus Residential Amy Barricelli , SVP at RR Living Josh Draughn , VP of Marketing & Customer Experience, Weidner This mix of operators, consultants, trainers, and senior marketers brought perspectives that were both honest and practical. The conversation had real range, from the basics of structure to the bigger picture of positioning marketing as a business driver. Highlights from the discussion Future-ready teams : Agility matters. Leaders are cross-training, balancing creative and analytical skill sets, and knowing when to lean on outside specialists. Systems that work : With tech stacks ballooning, companies are starting to see the need for dedicated marketing ops roles to keep everything moving smoothly. Marketing as a profit center : The ability to track revenue impact and customer experience outcomes is what cements marketing’s seat at the table. Talent strategies : Whether you’re scaling from five to forty-seven team members, or running a two-person powerhouse, the focus is the same - deliver today while building for tomorrow. Seamless brand experience : Marketing sets the tone, but it’s onsite teams that bring the brand to life. Continuous training and tools like Canva kits help ensure consistency. Why this conversation sticks What stood out most to me wasn’t just the ideas (though there were plenty!). It was the willingness of everyone at the table to be candid about what’s working, what’s not, and how they’re navigating it all. That kind of collaboration is what makes our industry better. I left energized, grateful, and honestly a little in awe of what can happen when you put the right people in a room together. This isn’t the end of the conversation. I’ll be unpacking more of these themes with my fellow roundtable participants on upcoming episodes of Optimized!. If you’re wrestling with how to structure your marketing team, align with operations, or simply make a bigger impact, queue up a podcast episode. 

The Blueprint Conference at The Venetian Las Vegas (September 15-18, 2025) marked a transformative moment in proptech's evolution from experimental technology to mission-critical infrastructure. With 3,000+ attendees, 250+ speakers, and 100+ sessions , the event demonstrated how artificial intelligence, strategic capital deployment, and operational centralization are fundamentally reshaping real estate across all verticals. ‍ Key Takeaways: Multifamily operations embracing radical centralization through AI-powered property management AI transformation from buzzword to operational backbone delivering measurable ROI Venture capital pivoting toward disciplined deployment with $615M in January 2025 alone Single-family rentals achieving institutional scale with $40B projected investment over 18 months The conference's emphasis on measurable ROI emerged as the dominant theme, with technology deployments reporting concrete results: AI-powered security systems achieving exceptional occupancy rates, dynamic pricing tools delivering significant revenue increases, and integrated platforms substantially reducing point solutions while meaningfully increasing net operating income per unit. ‍ Shelley Robinson Wednesday roundtable on the "Four Pillars of Proptech ROI" generated significant engagement around our framework: Financial (direct cost savings and revenue generation), Operational (efficiency gains and process optimization), Reputational (competitive differentiation and resident satisfaction), and Future Readiness (scalability and technology adoption). This framework provided attendees with a clear methodology for evaluating and justifying technology investments. Industry Maturation: Moving Beyond the Hype ‍ Blueprint 2025 revealed an industry at an inflection point, where the excitement around AI capabilities meets the pragmatic reality of operational implementation. Throughout the conference corridors and networking sessions, multifamily owners and operators expressed a healthy skepticism that signals market maturation rather than resistance to innovation. ‍ The Trust Imperative: Conversations consistently returned to the need for transparent, verifiable case studies rather than theoretical projections. Operators are demanding proof of performance from existing deployments before committing to large-scale implementations. This represents a positive evolution from early adopter enthusiasm to institutional-grade due diligence. ‍ Strategic Alignment Over Feature Proliferation: The most sophisticated discussions centered on ensuring AI solutions align with specific business objectives rather than adopting technology for technology's sake. Leading operators emphasized the importance of vendor honesty about current AI capabilities versus aspirational roadmaps, fostering partnerships built on realistic expectations and measurable outcomes. ‍ Future-Proofing in a Rapidly Evolving Landscape: The pace of AI advancement creates both opportunity and uncertainty. Forward-thinking organizations are addressing this by prioritizing platform flexibility and integration capabilities over point solutions. The consensus emerged that while individual AI features may evolve quickly, investing in vendors with robust data infrastructure and integration capabilities provides the best foundation for adapting to future innovations. ‍ This thoughtful approach to AI adoption—emphasizing proof over promise and alignment over acceleration—positions the industry for sustainable, value-driven technology integration rather than disruptive churn.

Hiring remote workers for property management has become more common over the past decade, and even since the pandemic. ‍ A remote worker brings significant advantages to the employer, such as a stronger work ethic, the opportunity to hire from a much larger candidate pool, and potentially a lower salary required for the hire. ‍ In “The Secret to Building and Managing Rockstar Remote Maintenance Teams,” a session at the MX Summit by Property Meld held in September in Rapid City, S.D., Todd Ortscheid, President & CEO , Revolution Rental Management , made the case. ‍ “If you consider a candidate’s culture, you can find employees who have an inherently greater work ethic based on their culture, especially when hiring from an international worker base, ” he said. ‍ Remote workers’ work ethic can be stronger because they are happier in their jobs, working from home. Giving them this opportunity also helps to build worker-company loyalty as long as the employer keeps their promise about the working arrangement. ‍ “You don’t want to promise them remote work and then six months later call them into the office,” Ortscheid said. ‍ A higher quality of candidates can be found abroad. ‍ “You can hire the best person for the job, instead of the best one who’s within a 30-mile radius of the office,” he said. ‍ Hiring remote workers based on geography can help save on salary costs. A worker in San Diego will likely command a lot more compensation than a worker abroad or one in markets with a lower cost of living, such as South Carolina. ‍ Hiring a worker from abroad could potentially add a multilingual employee, a valuable asset. ‍ Ortscheid said employers may use a staffing company, a placement firm, or direct placement. Each has its own pros and cons, including costs and the level of involvement required by the HR team. ‍ Before starting the hiring process, he said a proper job description must be created. ‍ Its format should include an overview of the position, the tasks that are required, the KPIs that will be measured, and a bonus structure. ‍ “Many make the mistake during the hiring process of first looking at applicants’ resumes,” he said. “They check the years of experience that the applicant has or their previous salary and try to find the cheapest person they can.” ‍ Ortscheid strongly recommends that candidates be first asked to take a personality test. If the test results indicate they could be a good fit at the company, based on the position description and the company’s workplace environment, then they can advance to the next step. ‍ “If you look at the résumé first, you’ll have cognitive bias because you’ll immediately see how much experience they have,” he said. “Having a lot of experience isn’t always the best thing, because maybe they were terrible at the job they were doing.” ‍ Ortscheid suggested using the AI tool Claude to evaluate job descriptions and suggest personalities that would be the best fit. ‍ Onboarding and training are crucial, especially in the first 90 days. Every new hire should be given a 90-day employment onboarding plan that includes the job description, KPIs, core values, milestones, goals, and a supervisor check-in schedule. ‍ “One-on-one meetings should be held regularly so that the employee doesn’t feel that being called into one only happens when they have done something wrong,” he said. ‍ Employee training will go a long way toward ensuring a successful start for any new hire. It should include three or four days of computer-based training, with quizzes and verbal exams. These new employees should then “shadow” the work of an experienced employee, and then a final evaluation can occur. ‍ Did they hit their KPI’s? “If they don’t, then it’s probably not going to work out and you should cut bait,” according to Ortsheid. ‍ Employees also must be provided with “tools for the trade” such as Property Meld, as well as others that address accounting and communication (such as Slack and Microsoft Teams). ‍ “Communication between workers is better through those channels because it’s better than walking into their office and interrupting them to ask them a question,” he said. ‍ As for culture and accountability in the office, Ortsheid said employees should emphasize the company’s core values as much as possible. ‍ Finally, companies should provide for professional development and occasionally hold “social hours” via Zoom calls for remote workers or in-person meet-ups for office workers to give employees every chance to get to know one another.

The Sept. 16-18 event in Rapid City, SD, welcomes leading speakers and instructors. ‍ Property Meld is set to host its biggest annual industry conference on Sept. 16-18 in Rapid City, South Dakota, for multifamily and single-family owners and operators. With its western theme, the 5th annual event will help attendees “wrangle” their maintenance-based perational challenges, learn from their peers, and gain new knowledge to help them improve their companies. ‍ We spoke to Anna Torvi, Head of Customer Success at Property Meld, about what to expect and how real estate professionals can learn to “Tame the Mayhem” at the MX Summit. ‍ Q: What are the most significant 'new trends" that will be discussed at the MX Summit ? A: AI Calling with “MAX on Call” will be the number one thing customers will see as our latest innovation to help consolidate resident intake and use the best data collection, allowing teams to work faster and spend less time on calls. ‍ Second, using Property Meld to scale your organization will be a focus. We are finding that mergers and acquisitions are becoming more frequent. This involves combining training and scaling for new employees, as well as data standardization to ensure growth stability. With the data that Property Meld has for property maintenance operations, we can lay out a roadmap for success better than ever before. ‍ Q: What is the biggest challenge maintenance techs are facing today in managing multifamily and single- family rentals? A: We find that operators in leadership or those set to manage the technician process are looking for better ways to manage schedules, ensure they are getting enough jobs per day, and getting the correct number of hours to either keep costs down per property or increase maintenance revenue through increased tech utilization. Tech utilization goals continue to grow, with 85% being the average goal of high-performing teams. ‍ Q: Does Property Meld have any new data or reports about the maintenance industry? A: We have something fascinating that will blow the industry away, but I am not sure if we can give you access yet! ‍ Q: What do you think the biggest "ah-ha" moment will be for attendees based on the conference content? A: It is different for every user, which is my favorite part about the event. ‍ When customers and prospects alike leave with different feedback on actionable items, strategies to influence organizations back at home, and excitement about future roadmap items, then we know we have won! ‍ At MX Summit, our consultative customer success teams work to meet and make 1-on-1 meetings with as many users as possible. We strive to make this special, allowing them to shape the product's growth as we continue to lead the way in property management maintenance. ‍ We’ll see you there! Register at MX Summit | Property Maintenance Conference