Background / Problem Statement:
The company identified a learning and performance gap at underperforming properties where leasing velocity was low, directly impacting occupancy and revenue. Additionally, there was an opportunity to establish a centralized leasing model that could enhance capability-building across sites while generating revenue. This required scalable systems, strategic training, and targeted enablement.

Objective:
Design and implement a centralized leasing function that would:
Improve leasing velocity through enhanced knowledge, skills, and support

• Drive operational efficiency by standardizing tools, systems, and workflows

• Enable team performance through continuous training and coaching

• Create a sustainable, scalable model to support long-term growth and onboarding

Stakeholder Engagement:

• Executive Leadership: Partnered closely to align L&D outcomes with company-wide business goals

• Operations Specialists: Conducted skill gap analyses and needs assessments to ensure content, support, and training aligned with onsite processes

• External Vendors: Evaluated tools not only for functional fit, but also for ease of training, integration into SOPs, and long-term learner adoption

Planning & Design:

• Developed financial and workforce models to forecast staffing and L&D resourcing needs

• Designed and deployed SOPs, training curricula, and enablement playbooks

• Decided on tools (e.g., virtual tours, call routing systems) based on usability and alignment with training strategies

• Built knowledge management assets and job aids to support ongoing performance

Execution:

• Recruited, onboarded, and trained sales team 

• Developed microlearning content and simulations for lead handling and virtual engagement

• Established success metrics (lease conversion, response time, lead volume) to tie L&D efforts to business performance

• Rolled out continuous coaching and peer learning for rapid upskilling

Community Manager Personas:
To ensure training resonated with on-the-ground realities, the team developed personas based on community manager roles across different property types. These personas guided tone, delivery method, and priorities within training modules. Examples included:

• The Solo Operator: Balancing leasing and maintenance at small sites, needing quick-reference guides

• The Relationship Builder: Strong with residents but needing systems training

• The Data-Driven Manager: Excels with dashboards but struggles with interpersonal coaching
  
  

Results / Outcomes:

• Generated $100,000 in revenue in the first 12 months

• Achieved profitability within 14 months

• Demonstrated direct correlation between training and improved conversion metrics

• Built a replicable and scalable training framework supporting rapid property onboarding
  
  

Scalability & Sustainability:

• Created modular training content to support future hiring and internal mobility

• Standardized onboarding and certification paths

• Implemented quarterly feedback cycles with regional leaders to refine training content and ensure ongoing relevance

• Introduced a learning loop framework for performance improvement and innovation