Blog
GetDone is built inside a property management company that runs maintenance across 24,000 units. These are the things we had to work out, written down.
Turns and make-ready
Turn time, vacancy loss, and what a make-ready actually costs per day.
Team performance, pay, and retention
Measuring techs without micromanaging them, and why the good ones leave.
High-risk work and compliance
Water intrusion, pool logs, and the documentation an insurer will ask for.
Portfolio systems, PMS, and buying
How maintenance fits your PMS, and how to evaluate software for it.
Portfolio systems, PMS, and buying
Three products, three different bets. Make-ready depth and gated high-risk documentation are where GetDone wins, and PMS fit is what settles the rest.
Turns and make-ready
The industry quotes 5 days. That number assumes one building and a full crew. Here is what turn time actually costs, and why the average hides the properties bleeding money.
Turns and make-ready
A 40-item checklist gets skipped. The version that survives contact with a Friday move-out has stage gates, a photo requirement, and about eight items per stage.
Turns and make-ready
Lost rent is the obvious line. It is also the smallest one. Here is the full cost of a vacant day, including the four charges that never get attributed to the turn.
High-risk work and compliance
A single PM calendar across a portfolio is wrong for both ends of it. A 1966 building and a 2025 lease-up need different intervals, and the schedule should know the difference.
Team performance, pay, and retention
Completion count is the metric everyone starts with and the one that teaches the wrong behavior. Callback rate is the honest one, and it is usually not measured at all.
High-risk work and compliance
A health inspector asks for a year of logs. Most properties produce a clipboard with gaps, because the log lives on a wall rather than in a system.
Turns and make-ready
A damage charge is only as good as the evidence behind it. Most disputes are lost at move-in, not at move-out, and the fix is a photo set nobody took.
Team performance, pay, and retention
Pay is the reason given at the exit interview. The reasons underneath are usually a whiteboard, a radio, and a supervisor buried in paperwork at the end of every shift.
Team performance, pay, and retention
A bonus on work orders closed teaches people to close work orders twice. Pair it with callback rate, cap the individual component, and put turn time on the whole team.
Turns and make-ready
The whiteboard shows you which units are down. It cannot tell you which vendor is coming Thursday, or that two turns are waiting on the same painter.
High-risk work and compliance
The first 24 hours decide whether this is a repair or a mold claim. The documentation you take in hour one is what an insurer asks for eight months later.
Team performance, pay, and retention
Closure rate says the ticket closed. Callback rate says whether the resident had to call back. One of those measures quality and it is not the first one.
Portfolio systems, PMS, and buying
ResMan holds the record. It was built for accounting, which is why techs skip the maintenance module and why a field layer sits in front of it.
Team performance, pay, and retention
Most multifamily maintenance postings list twenty requirements, no pay range, and no schedule. Techs read three of those lines and close the tab.
Portfolio systems, PMS, and buying
Every product in this category has work orders, a mobile app, and analytics. Nine questions separate them, and they work on us too.
High-risk work and compliance
Emergency calls are the most expensive labor you buy, and most portfolios have no written definition of an emergency. The answering service decides instead.
High-risk work and compliance
Smoke alarms, exit lighting, and extinguishers get walked more often than they get documented. An adjuster asks for the document, not the walk.
Portfolio systems, PMS, and buying
A category list that grew by accident produces reporting nobody can use. The test is whether the category changes who gets dispatched or what part they bring.
Portfolio systems, PMS, and buying
A tech buys a $180 part at the supply house on a company card. The invoice arrives three weeks later with no work order attached and nobody can code it.