Less Friction, More Service Future of Resident Experience

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.”

At RETCON’s keynote session “High-Stakes & Bold Moves: Strategies for the Next Era of Real Estate,” the conversation wasn’t just about innovation. It was about how much the industry has changed and how much more it’s about to change. Guiding the discussion was moderator Margette Hepfner, who kept the conversation moving across strategy, technology, operations, and leadership. Hepfner opened with a reminder of something that always been indicative of the industry: “the banter, the conversation, the sharing of information… it’s pretty amazing.” But as she steered the discussion among the panelists ( Walt Smith , Bill Shopoff , Kendall Pretzer , and David Schwartz ) it quickly became clear that today’s leaders are navigating an industry that feels very different than it did even five years ago. The pressures are clear: modernize, optimize, and differentiate. But doing that well means more than just chasing the latest tech trend. It requires building an infrastructure and cultivating a leadership mindset to make those smarter long-term decisions. The Cycle Has Shifted One of the most direct reflections on the current market came from Schwartz. He pointed out just how dramatically the industry’s operating environment has shifted in a short period of time. “Five years ago our business was extraordinary. Appreciation had been on a 10-year streak, coming off 15–20% appreciation.” Today, the equation looks very different. That reality forces operators to return to fundamentals. “We’re trying to grow our net operating income… because that creates value.” And increasingly, technology is becoming part of that equation. “Technology plays a bigger role in the margins of that operating income, particularly AI.” Data Everywhere — But Knowledge Is the Advantage For developers, the biggest transformation may be the sheer volume of information now available. Shopoff reflected on how dramatically site selection and development analysis have changed. “Years ago you went out to do site selection. Now I have all that information on my desktop.” But the real challenge isn’t gathering data. It’s making sense of it faster than competitors. “How do we decipher all that data and turn it into knowledge?” And speed now determines competitive advantage. “Decades of experience are useless if I can’t process that information faster than my competitor.” To close that gap, some development teams are turning to AI tools in increasingly practical ways. Technology Is Reshaping Operations and the Resident Experience While developers wrestle with data, operators are rethinking how properties are staffed and managed. Smith described how technology is reshaping operational models across portfolios. “We’ve evolved to take repetitive tasks off people so they can focus on the resident experience.” Centralized teams — often supported by AI — can now handle many of the operational tasks traditionally performed onsite. That shift allows onsite teams to focus on service. “We’re selling the dream of the Pretzer brought another dimension to the conversation: how resident experience is increasingly powered by data. Collecting feedback is no longer the challenge. Using it effectively is. “If you build it… it doesn’t mean they will come.” The next step is ensuring feedback actually drives operational change. “Data and knowledge are important — but it has to translate to action.” Pretzer described systems where resident survey responses automatically trigger training and operational workflows. Just as importantly, residents need to see their voices matter. “Residents need to see that something happens from feedback.” The Art and Science of a Changing Industry Value-add strategies are evolving. Traditional renovations (upgraded kitchens, amenities, and fitness centers) still matter, but the economics have shifted. As Schwartz explained, “A renovation now is so much more expensive than it was eight years ago.” That reality is pushing many operators to rethink where they invest. Instead of heavy capital improvements, technology is increasingly becoming the new form of value-add. Tools like fraud-prevention platforms can protect revenue and streamline operations without the same budget impact. As Schwartz put it, “Technology is a better way to do value-add. It doesn’t hit the budget as much.” Yet even with the rise of AI and automation, the panel emphasized that real estate will always remain a people business. Shopoff reminded the audience that relationships still sit at the center of successful development. “There’s an art to real estate,” he said, describing how projects often move forward by working with communities, landowners, and local leaders to build trust and align interests. In his words, “My success comes from a mix of art and science.” That balance requires constant learning — and unlearning. As moderator, Hepfner asked the panel to reflect on what they’ve had to rethink in their careers, and some of the answers highlighted how quickly the industry is evolving. Smith noted that traditional staffing models are being reconsidered while Shopoff emphasized empowering younger leaders earlier. The overall takeaway: real estate continues to sit at the intersection of art and science. The leaders who succeed will be the ones willing to keep learning, adapting, and evolving as the industry changes. They will be redefining how people, data, and decisions come together. The next era of real estate will belong to leaders who can modernize operations, optimize decisions, and differentiate experience — while preserving the human relationships that have always defined the business. Written By: Justin Dilley