Travtus + The Lincoln

The Lincoln: Entering new markets with a tech advantage

When Urban American acquired The Lincoln at Speer, a 460-unit community in Denver, they entered the market by buying the largest value-add multifamily community in central Denver. The community is operated by a subsidiary of Urban American, a company founded by Philip Eisenberg that owns and manages more than 7,000 apartments in New York, New Jersey, Texas, and Colorado.

"We have managed over 13,000 apartments and yet we know how important it is to listen to our residents from day one. This is especially important when entering a new market. Recruiting ADAM on our Denver team was of strategic importance to bring our knowledge and technology from day one of an acquistion”

- James Eisenberg , Urban American

The first 60 days

The biggest challenge to any new acquisition is the smooth transition of management without substantial impact on the residents and the on-site teams. The first 100 days are often a period of discovery. The new management or owners need to gather as much field intelligence as possible in order to prioritize the value-add projects which are most essential for the success of the investment.

This period is also crucial towards building trust with the community. The first three weeks of management change result in a 200% increase in the volume of resident calls to the management office. Residents want to know more about the effect of an acquisition on them. They want to know who they will be writing their rent checks to and what other policy changes are being brought in by their new landlord.

ADAM for seamless change

The Lincoln at The Speer received over 150 calls every week from both residents and prospects in the first month of the property’s change of ownership. Adam was set up as the first point of contact on the phone line for the property. He was pre-trained with the brand voice and the company policies in order to assist with the clarifications and provide information without burdening the on-site teams. His detailed analysis of conversations was also able to highlight the gaps in the knowledge about the property and also highlight common problems and trends which had been pending through the handover period. The team was able to focus on recurring problems and also create a prioritized pipeline for improvements to the property.