Peter Lohmann argues property-management firms shouldn't reinvent their org chart at every growth stage. He proposes ready-made templates for different scales, from 200-door to 2,000-door operations. A second speaker counters that the right structure depends on each operator's preferences and business model.
you mentioned, you know, the roadmap for like a 10-person property management company. I mean, couldn't you and I right now just create that and say, guess what? I'm handing you your roadmap. 10-person property management company. Here it is. Like, we don't need to reinvent this wheel 100 times. I don't need to have a 4-hour dialogue with you to figure out your roadmap. I'm gonna hand you your roadmap because there's a certain way that a 10-person, you know, 200-door management company, 400-door management company should be organized. I'm gonna specify it. I'm gonna prescribe it. What do you think about that? And then like, say, you know, you could create a whole series of these for all the way from 100 to 2,000 doors. And I don't know, like, I, I just, I don't like this idea that we're all kind of trying these different arrangements. It feels like surely there's some of these that have been figured out that work really well.
I think that like, depending on what you want, there are different options of the right sort of roadmap. I've tried it before because I have, probably have a personal bias towards pods, and I know that's how you're operating now. And so I think it, it varies. It, it depends on the operator. Yeah.
