A stabilized apartment building that came to us from another manager. No capital project. January through August, against the same months a year earlier: maintenance and repair spend down 39%, turnover cost down 50%, occupancy held near 95%.
Rents were carried forward rather than set against the buildings Lake Park competes with.
Contracts kept renewing at last year’s prices because nobody had taken them back out to bid.
Repairs happened after the fact; nothing ran on a schedule.
No capital project. We re-priced the rent roll unit type by unit type, took vendor contracts back out to bid and moved maintenance from reactive to scheduled.
Unit type by unit type, against the buildings Lake Park (opens in a new tab) competes with, without a broad rent promotion.
Every vendor contract went back out to bid instead of renewing out of habit.
In-house technicians on a preventive schedule instead of a repair queue.
Rents, turns, vendors and staffing, reviewed against the building each month, with the owner hearing what changed and why.
January–August, compared with the same months a year earlier.
Over the same months: cleaning down 37%, grounds down 35% and amenity revenue up 13%, with total revenue held steady.
The same teams that run bantr’s own buildings. See everything management covers here →
Our own leasing team, with rents set unit type by unit type against the buildings you compete with
In-house technicians on a preventive schedule
Our own crews for units and common areas
Contracts re-bid, and routine work brought in house where it costs less
Every building read against its numbers each month: rents, turns, vendors, staffing
Thirty minutes with our leadership, with the homework done before the call. Free, and you keep what we find.