Centralization Isn’t a Switch—It’s a Culture Shift
At RETCON 2026, one message came through clearly: centralization in multifamily isn’t a finished strategy—it’s an evolving operational model that requires patience, adaptability, and constant communication.
During the session “One Vision, Many Doors: Scaling Multifamily Through Centralization,” industry leaders shared candid lessons about what’s working, what’s still being figured out, and what operators should focus on right now.
The panel featured Jackie Impellitier, Kimberly Ramsey, Taryn Lewis, and Dan Smith, with the discussion moderated by LuAnne Acton Ross.
Ross guided the conversation while adding perspective from Asset Living’s operational experience, helping frame the discussion around how centralization has evolved across the industry—not just within a single organization. Throughout the session, panelists repeatedly aligned around several key realities that operators are navigating today.
Centralization Only Works When Site Teams Trust It
One of the most consistent themes was that centralization is less about structure and more about people.
Taryn Lewis explained that it often takes “60–90 days for onsite teams to really trust in centralization.” During that early phase, skepticism is normal. But once teams start seeing tangible results—like increased leasing velocity—the model begins to gain credibility.
Jackie Impellitier noted that resistance is often tied to concerns about control. “At one point, our teams were actively working against us,” she said. Property managers worried centralization might reduce their ownership of the asset. To move forward, her team had to stay flexible. “We had to adjust every step of the way… and be nimble.”
Ross reinforced this point during the discussion, emphasizing that leaders must constantly communicate the purpose behind centralization to avoid creating an “us vs. them” dynamic between centralized teams and onsite staff.
Ultimately, the panel agreed: buy-in from onsite teams is the first real milestone of any successful centralization effort.
The Model Must Be Flexible—Operationally and Technologically
Another strong point of agreement was that centralization is not a one-size-fits-all model.
Lewis shared that Avenue5 quickly discovered different communities require different approaches depending on demographics, staffing structures, and operational demands. That sometimes meant redefining traditional roles.
In some cases, centralized leaders support communities without carrying the traditional “property manager” title. What matters most is operational function—not hierarchy.
Technology adds another layer of complexity.
“The tech stack is the most complex it has ever been in multifamily,” Impellitier said. With AI and automation beginning to influence leasing workflows, invoices, and renewals, operators are navigating an increasingly crowded landscape.
Lewis stressed that every new tool must reduce friction.
“Every tool has to work for the team,” she explained. “Don’t introduce complexity.”
Dan Smith agreed that technology will reshape leasing in particular.
“You don’t need teams to respond to certain things anymore,” he said. Automation will increasingly handle routine communication, allowing onsite teams to focus more on resident experience.
Success Is Measured Beyond Cost Savings
While centralization often begins as an efficiency strategy, the panelists emphasized that the real measure of success is much broader.
Kimberly Ramsey shared that KETTLER tracks traditional KPIs like delinquencies, renewals, and leasing performance. But the company also evaluates larger indicators like employee retention and resident experience.
Lewis said Avenue5 initially focused heavily on operational metrics like hours saved and efficiencies gained. Over time, their thinking evolved.
“Employee satisfaction is just as important as resident satisfaction,” she said.
For companies that implemented centralization early and are now struggling to evolve, the panel offered consistent advice: stay flexible and keep communicating.
“Nobody has it all worked out,” Ramsey said.
Impellitier closed with a reminder that resonated across the panel: operators must design their systems with the future in mind.
“Don’t let early wins become the glass ceiling,” she said. “Prepare for what’s next—not just what’s now.”
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