Portfolio operations

Across 20 properties the failure mode is not backlog. It is drift.

At one property you can see the problem. Across a portfolio each site develops its own version of the process, and the average hides every one of them.

Request a demoHigh-risk workflows

40+ of the 100+ deployed properties run at 100% work order closure.

What holds a standard together

Four things, none of which is a training session.

Consistency across 100+ properties is a systems problem.

The GetDone portfolio view. A by-property table listing open work orders, unit count, average close and turn time for each community, with a status column reading On target, Watch, or Behind. Rockwell Park sits at 52 open and a 15.1 day turn, flagged Behind.
Sorted by property rather than rolled up, because the portfolio average hides the two communities that are actually behind.

One view, every property

Analytics tabs for properties, technicians, first-time fix, turns and charges, and data hygiene. A regional stops calling five supervisors to assemble a picture.

Standard workflows, local settings

Feature flags target by property, so a lease-up asset and a 1966 Class C can run the same high-risk workflows with different requirement sets.

Preventative schedules by vintage

Portfolio-wide PM templates targeted by year built, vintage, and market, fanned out nightly. Filter swaps stop depending on who remembered.

Data hygiene as a metric

Its own analytics tab. A portfolio report is only as good as the worst-maintained property feeding it, and this tells you which one that is.

Where drift shows up

A whiteboard only one person can read.

Every portfolio has at least one property where the process lives in the maintenance supervisor's head. It works until that person takes a week off, and then the whole site stalls.

  • No visibility into work order status across properties

  • Turn times that cannot be compared between sites

  • High-risk tasks handled differently at each property

  • No paper trail when an insurer asks about one incident

  • Tech efficiency estimated rather than measured

ResProp, one year

More work orders closed within 24h
31,628
Faster work order closure
10%
Potential claims exposure mitigated
$810K
Properties at 100% closure
40+

600+ employees. 24,000+ units. Third-party manager, so every property answers to a different owner with different reporting.

FAQ

Portfolio questions

What is different about multi-site versus one property?
The failure mode. At one property the problem is backlog, and you can see it. Across twenty the problem is drift: each site quietly develops its own version of the process, and the portfolio average hides all of it until an audit or an incident surfaces one.
How do you keep an average from hiding a bad property?
Look at the distribution rather than the mean, which is why analytics break down per property and per technician. Our own portfolio has 40+ properties at 100% work order closure and a lowest performer at 46%. The 46% is the useful number.
Can regional managers see only their own properties?
Yes. Roles run tech, supervisor, regional maintenance director, property manager, admin, and superadmin, and the property picker scopes everything below it.
How do property attributes stay current across 100+ properties?
They sync daily from the property list, mapping code, class, year built, market, and the assigned PM, regional, and maintenance supervisor. Manual attribute maintenance at that count is how PM templates end up targeting the wrong assets.
Does adding a property mean a new implementation?
No. Properties and users sync from ResMan, and workflows are already defined at the portfolio level, so a new site inherits the standard rather than being configured from scratch.

Ask for your worst property, not your average.

Bring the site you would least want an owner to audit. That is the one worth looking at together.

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