Multifamily Women's Magazine | 2019

MULTIFAMILY
MARCH WOMEN’S MAGAZINE
2019
FELICITE
MOORMAN
CEO
STRATIS IOT &
BULOGICS
CONFLICT
RESOLUTION
20+
TOP
FACEBOOK
PROFILES
DRU
ARMSTRONG
ON FEMALE
LEADERSHIP
ENHANCING
CONFIDENCE
FOR LEADERSHIP
POSITIONS
SKILLS TO
MEET TECH
TRENDS

“This is the
beginning
of what could
be a big
opportunity
for the
Multifamily
Industry”
LETTER FROM THE PUBLISHERS
First of all, we want to thank those of you who have
helped us propel this initiative into the industry with your
support, enthusiasm, and encouragement. We are daily
inspired by your shared vision of creating a platform that
will deliver relevant content and discussions from leading
experts of various fields, allowing both men and women
to understand the vital role women play as executives,
associates, team members, and customers.
We have a vision to create a bigger and better future
for women within the multifamily housing industry, and
it begins with our platform, including the inaugural Multifamily
Women’s Summit, special segment on the Multifamily
Leadership Podcast, the Multifamily Women Magazine,
and the Multifamily Women’s Leadership Series.
Let’s talk about why a men and women partnership is important
to the bottom line…
Organizations ranked highly on Fortune’s World’s Most
Admired Companies list have twice as many women in
senior management than do companies with lower rankings.
Research shows that when men are actively involved
in gender diversity, 96% of companies report progress.
When they’re not, only 30% show progress.
McKinsey & Company’s study of 1,000 companies in 12
countries found that organizations in the top 25%, when
it comes to gender diversity among executive leadership
teams, were more likely to outperform on profitability.
We want to be very clear.
Too many gender initiatives focus solely on changing
women—from the way they network to the way they lead.
Organizations must enlist both women and men to work
together as allies in changing the organizational norms
and structures that perpetuate gender gaps. When it
comes to strengthening the men and women partnership
at work—especially initiatives to eliminate gender bias—
we believe men have a critical role to play. Engaging men
is crucial to moving forward.
Our Summit, Podcasts, and Leadership Series are an
all-inclusive initiative. We whole-heartedly believe the
change we envision can only be realized by having everyone
on board. This means we are inviting and bringing
men into the conversation. We realize there are many
men who want to be a part of this and believe in it but
are stifled by the situation for various reasons. Many
companies have unwittingly alienated men, inadvertently
jeopardizing the success of the men and women partnership
initiatives.
Our goal is to extract the wisdom from those that get it
right and deliver content from expert sources to break
down those barriers to effect change.
So, how do we provide everyone with the tools and information
necessary to create a balanced, men and women
partnership in the workplace? How do we move forward,
beyond these issues, to ensure we make an impact on
women being part of the innovation, technology, and talent
we need for the future? In order to elevate the conversation
and to answer these questions, we’ve assembled,
in our humble opinion, the most amazing group of
advisors and contributors to affect change.
We are currently crafting what will be the highest-level
Women’s Summit in the industry by bringing in experts
from outside the industry, both men and women, and
will extract their knowledge on our stage. This summit
will deliver a premier industry event with notable
thought-provoking speakers, informal peer-to-peer discussions,
and unparalleled educational content inside
an exclusive networking environment. This new event
is part of a bigger plan to advance women’s leadership
throughout every aspect of the industry with the endgoal
of sharing expert content through print-based materials,
social media, and even a special segment on the
current Multifamily Leadership Podcast.
We look forward to sharing this journey with you.
Best,
Patrick & Carrie Antrim
02

#WEAREMULTIFAMILY
GET INVOLVED
THE MOVEMENT TO ADVANCE
WOMEN’S LEADERSHIP
IN MULTIFAMILY
Support the vision to create a bigger and better future for women
within the multifamily housing industry. Our research proves
those companies with an equitable division of men and women
within the leadership team have higher levels of engagement,
higher revenue, and are on the leading edge when it comes to
innovation. We want you to support the movement and have
made it incredibly simple for you to get involved in a lasting way.
Who is this for?
Multifamily Owners, Operators and Industry Professionals who
want to strengthen their network, expertise, and influence. Companies
that want to understand the role women play not only as
executives, associates, and team members but also as residents
and customers. People who want to hear insightful discussions
on the importance of not only elevating women in leadership but
also becoming mentors and helping shape the future of the Multifamily
industry. Companies investing in technology, you will hear
from top experts on the ever-evolving roles women play in the
innovation of multifamily organizations. Executives who want to
attend the highest level women’s summit in the apartment industry.
Period.
This is the movement to advance women’s leadership in Multifamily.
Aspiring leaders will join us for two of the most rewarding
days they’ll spend all year.
AMAZING
SUMMIT EXPERIENCE
03

CONTENTS
10
06
14
02. LETTER FROM THE PUBLISHERS
Gain a greater understanding of the vision of Multifamily
Women and the impact we will create together.
06. BEST PLACES TO WORK MULTIFAMILY
Overview of the Best Places to Work Multifamily Program
and how to get registered to participate.
08. EIGHT KEY AREAS OF RESEARCH
The 8 Key Areas of the Best Places to Work Multifamily
Program.
10. ELECTRIC GIRLS
Building a Grassroots Effort for Our Next Generation
Innovators to Thrive
14. ENHANCE YOUR CONFIDENCE FOR
LEADERSHIP POSITIONS
By Valerie Martinelli, MPA
18. WOMEN LEADING THE WAY
Facebook profiles of our fabulous Multifamily Women and
their Top 3 Workplace Challenges.
20. CONFLICT RESOLUTION
Steps to Gaining a Fresh Perspective
By Cheri Plett
24. FELICITE MOORMAN
Profile of Felicite Moorman, CEO of Stratis IoT and Bulogics,
Inc.
All rights to the content of this magazine are owned in full by Multifamily Leadership, LLC and may not be reproduced in full or part without written permission from publisher.
Neither the publisher, nor any of its agents, officers, or affiliates may be held responsible for errors or accuracy of information provided by partipating companies or advertisers.
04

24
18
25
52
31
58
M U L T I F A M I L Y W O M E N . C O M
25. THE INDISPENSABLE LEADER
Skills to Meet Technology Trends of the Future
By Rita Devassy
28. FEMALE LEADERSHIP
An interview with Dru Armstrong, CEO of Grace Hill, Inc.
By Cyndy Trivella
31. BPW BENCHMARK REPORT & DATA
This report summarizes the results of the Best Places to
Work Multifamily Program.
52. MENTORING
A Solution to Bridge the Gap
By Cyndy Trivella
58. FACEBOOK PROFILES
Meet the real Multifamily Women and learn about their
journeys through this industry.
Publisher
Patrick & Carrie Antrim
480-719-4409
contact@multifamilyleadership.com
Editor in Chief
Carrie Antrim
480-719-4409 ext. 102
carrie@multifamilyleadership.com
Contacts
Web: multifamilywomen.com
Phone: 480-719-4409
Email: contact@multifamilyleadership.com
Subscriptions
app.multifamilyleadership.com/women
Reprints
To request reprints, email:
carrie@multifamilyleadership.com
Licensing
Email: contact@multifamilyleadership.com
05

OLYMPUS PROPERTY on the Red Carpet at the Multifamily
Leadership Summit.
REGISTER TODAY AT
BESTPLACESTOWORKMULTIFAMILY.COM
06

RECOGNIZING
GREATNESS
IN MULTIFAMILY
Our “Best Places to Work Multifamily”
program results in significant organizational
benefits for all who participate.
Whether or not you think your organization would
receive a “Best Place to Work Multifamily” distinction,
we encourage you to participate. Gathering feedback
from your employees will provide you with a baseline so
you can see where your organization can improve.
When an organization appears on the “Best Places
to Work Multifamily” list, management, employees,
and other stakeholders feel an overwhelming sense of
pride within the organization. The “Best Places to Work
Multifamily” award affirms an employee’s sense of
belonging within the organization, therefore increasing
employee engagement and retention. Organizations
named to the “Best Places to Work Multifamily” list
can see a tremendous impact on any marketing they
conduct. They can use the distinction to enhance their
employee recruiting efforts, increase effectiveness of
the organization’s marketing to reach residents, and
improve their reputation in the community, state, or
industry.
BEST PLACES TO WORK
MULTIFAMILY
The results of the survey process prove an invaluable tool for
any participating organization, even if they do not make the
list. After completion of the survey process, all participating
organizations have the option to receive the Employee Feedback
Report, which includes employee feedback for each survey
question, employee comments, and aggregate organizational
benchmarks. Benchmarking data allows organizations to
compare their scores to the overall averages of both the listmaking
organizations as well as all program participants. To
conduct this kind of in-depth research independently would
normally cost between $5,000 and $10,000 in consulting fees.
07

KEY AREAS
OF THE BEST PLACES TO WORK
TM
MULTIFAMILY PROGRAM
1
LEADERSHIP AND PLANNING
2
CULTURE AND COMMUNICATION
3
ROLE SATISFACTION
4
WORKING ENVIRONMENT
5
RELATIONSHIP WITH SUPERVISOR
6
TRAINING AND DEVELOPMENT
7
PAY AND BENEFITS
8
OVERALL ENGAGEMENT
08

How does
your company
compare?
Check out the 2019 winning
company profiles and register
to participate in the Best Places
to Work Multifamily program.
Gathering
information from
your employees
will provide you with a baseline
so you can see where your
organization can improve.
09

ELECTRIC GIRLS
BUILDING A GRASSROOTS EFFORT FOR OUR NEXT
GENERATION INNOVATORS
BY: PATRICK ANTRIM | CEO, MULTIFAMILY LEADERSHIP
It’s no secret most businesses face not only the
shortage of a skilled workforce, but also the lack of
next generation workers seeing potential in particular
industries as a long-term career path. Thanks
to our dependence on technology, you don’t have to
look further than the technology industry to spot this
shortcoming. Our demands and expectations for the
latest and greatest tech solutions are now exceeding
the reality of what is possible with the present-day
workforce in place, and according to recent surveys,
not much has improved over the past decade. Out of
3,000 tech professionals surveyed, 65 percent believe
that hiring challenges hamper the growth of one
of the biggest economic game-changers most cities
have ever experienced.
Despite the disparity, technology continues to slowly
evolve. Today, you can control the atmosphere of
your home from your smartphone, order your
groceries instantaneously, and experience an autonomous
car ride worthy of a private chauffeur.
But, for these technologies to progress further,
skilled workers are needed. Despite current efforts,
the labor deficit in technology, media, and
telecommunications will be approximately 1.2
million by 2020. The gap nearly quadruples in the
next decade, leaving America with a shortage of
4.3 million workers by 2030 and a loss of 449.7
billion-dollars to the U.S. economy.
Even still, there is no denying that tech epicenters
such as Silicon Valley have experienced significant
success over the years, creating business
behemoths that have become American institutions
themselves, such as Google, Facebook, and
Apple. But, a few years ago, the glamour associat-
10

Out of 3,000 tech
professionals surveyed,
65 percent
believe that hiring
challenges hamper
the growth of one
of the biggest economic
game-changers
most cities have
ever experienced.
ed with Bay Area living was struck with a hard-hitting reality:
the cost of living. As countless tech workers slipped beneath
the cracks and began turning to smaller tech hubs around the
nation, many tech giants – Microsoft, being the most recent,
with its announced 500 million-dollar commitment – have begun
to invest in affordable housing.
Nonetheless, workers across the country exited these hot
tech hubs seeking more for less, and a number of start-ups
and larger companies began to follow. For this reason, Southern
cities, such as Austin, Houston, Atlanta, and New Orleans,
have become popular destinations for tech enthusiasts.
When publicly traded (NYSE) technology giant, DXC Technology,
started looking for a location to build its latest “Digital
Transformation Center,” which would employ over 2,000
workers, many were surprised when the company selected
New Orleans.
But, believe it or not, New Orleans has slowly transformed
into a tech hub since Hurricane Katrina ravaged the local
economy in 2005. Many ventured to the city after the natural
disaster, seeing not devastation, but potential. As a lowcost,
high-culture city, New Orleans appeals to the tech demographic
who tends to work hard and play even harder. In
addition to the food, music, and nightlife it’s known for, New
Orleans continues to reinvent itself from the dark days of Katrina,
emerging as the Silicon Bayou – America’s next great
innovation hub.
The appeal of the city’s reinvention
has drawn other
technology companies to New
Orleans over the years, from
GE Digital to Gameloft, making
Louisiana’s software industry
the fastest-growing in the
country. Recently, the state has
generated nearly 21,000 jobs
as software companies continue
to invest millions of dollars
in setting up shop.
With all this new-founded
growth, there came a need for
competent tech workers in the
very place where universities
had once cut programs due to a
dismal interest in software development.
Now, tech conglomerates
in New Orleans have
partnered with local universities
that have revamped their
technology-oriented programs
to feed the local industry’s
need for workers. Additionally,
a number of coding camps
and immersion programs have
11

popped up, looking to steer those pursuing a career
pivot into the high paying tech industry.
However, a number of local tech companies, which
have been around long before the big guys came to
town, are taking a more holistic view. Enter the multifamily
industry’s very own 365 Connect, a homegrown,
New Orleans-based tech company, founded
less than two years before Katrina hit land. Today,
the company is highly recognized as one of the
founding fathers of the Silicon Bayou.
Founder and CEO, Kerry W. Kirby, explained, “Katrina
was certainly a turning point for us. We actually
lost everything overnight, and they do not write
about how to handle something of that scale in business
school. Somehow, I landed on the BBC Radio
Network a few months after Katrina and was questioned
on how I kept the company going despite the
disaster. My interview was aired live to a worldwide
audience of 163 million, and overnight, my email box
blew-up with overwhelming support and encouragement.
At that point, I decided that it was time for
the world to know of the tech industry we were creating
in a city that is better known for Mardi Gras
and great food.”
Kirby added, “After Katrina, we had many recovery
workers in the city, and with most of the local universities
shutting down completely for months and
returning only to further slash program funding,
our original efforts were to build a supportive ecosystem.
We started doing meetups and hackathons,
where we met company founders and software
developers, as well as those who encompassed a
blossoming interest in technology. We became the
go-to source for any tech-related event taking place
in the city, establishing our reputation as the guys
who would buy the pizza for an all-night hackathon.”
Along the way, 365 Connect got involved in some
very high-profile projects, from participating in an
international hackathon to build apps for a Tsunami
recovery project to being one of the 21 cities to participate
in the White House’s Police Data Initiative.
But, as the New Orleans tech industry grew faster
than its workforce, the company began to deepen
their support of Tech-Ed, or programs and events
that educate people on the opportunities within the
technology industry.
Their first true foray was with an organization
named WIT, or Women in Technology. The organization
was having difficulty obtaining sponsors
for workshops, but eventually found 365 Connect
through some clever networking. “We immediately
supported what WIT wanted to do,” stated Kirby.
“We funded a series of workshops for women seeking
a new career in tech and planned a hackathon
event called ‘Bring You Daughter to Hack Day.’ Our
focus was to teach young girls how to build a website,
while simultaneously creating bonding time
between them and their parents. The participation
was unbelievable; we actually had 86 girls attend
the first year. The second year, we had over 200
girls attend, and it was incredible.”
From there, the company progressed its Tech-Ed
initiatives with Tech Teen Day, a single-day grassroots
event for teens. The event was designed to encourage
attendees to build apps, websites, and even
robots with the guidance of experienced volunteers.
In a similar vein, 365 Connect recently joined forces
with another New Orleans-based Tech-Ed initiative,
Electric Girls, which is a local organization bridging
the gap of missing STEM (Science, Technology, Engineering,
and Math) programs in schools.
The program serves girls from ages 5 to 14 with an
empowering curriculum, focused on building confidence
and capabilities. In fact, Electric Girls has
become the most rapidly growing educational platform
in the Greater New Orleans area, providing after-school,
weekend, and summer camp programs.
To date, Kerry, and fellow 365 Connect founder and
CAO, Melinda M. Kirby, have funded full scholarships
for 50 girls from low-income families to attend
Electric Girls’ after-school programs.
So, how have all these extraordinary efforts paid
off? Melinda Kirby stated, “We do not just write a
check – we get involved. We like to make our presence
known beyond a simple financial contribution.
For example, we recently spent a Saturday at an
Electric Girls demo day. We met some very talented
young girls, who were constructing various projects,
from question-based search engines to electric
motors. The excitement and confidence they
gain through Tech-Ed programs are our return on
investment. Through establishing our presence at
these events, we are sending a message that we
must foster our next generation of change-makers
and give them the tools to thrive. More importantly,
our transparency allows our team members and
customers to know they are the ones making this
happen, as it is their hard work and trust in our
product, which is the catalyst that makes all this
possible – we are just the conduit.”
12

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13

Enhance Your
Confidence for
LEADERSHIP
POSITIONS
VALERIE MARTINELLI, MPA
CEO, LEADERSHIP & CAREER COACH
WWW.ASKVMC.COM
BY: VALERIE MARTINELLI, MPA
—
Companies employing large numbers of women
outperform their competitors. While we have
made undeniable progress and those who closely
follow the shift in societal values see the world
moving in a more female-led direction, we can’t
get there by ourselves, either.
“We work as a team,
everyone has a voice and
everyone can add value. Together
we elevate our expectations
and each other.”
- Sara D’Elia
CEO REMM Group
I have found that the single most important trait
for women to succeed and excel in the workplace
is confidence. Self-confidence is one of the most
studied concepts in modern social science and
matters just as much in the workplace as competence.
Without confidence, leadership skills cannot
be developed because women do not understand
that they can become leaders. What I have
been finding in my own coaching business is that
there are women who very much fear their own
power and capabilities. Knowing who you are
and being comfortable in that takes many of us a
long time. When the fears have shifted for women,
then they become more comfortable leaning
into their power and discussing their professional
goals.
The Psychology of Confidence
Confidence by those who study the subject is
the degree to which we think and feel our actions
will achieve positive results. It is important
to note that confidence and self-esteem are not
14

the same thing. Self-esteem denotes to how one feels about
themselves. Confidence refers to an internal belief that one
can complete tasks successfully. Being confident provides an
edge in life and one’s actions ultimately influences the results.
Understanding that everyone can influence the outcome of a
situation, creates a sense of control and responsibility, which
initiates confidence.
Confident individuals grow up with a realistic appraisal of
their abilities and therefore know where they stand. This allows
them to develop a strategy and a plan to improve themselves
and to use developments to create a positive feedback
loop that strengthens their perception so they can influence
an outcome, a perception that reduces anxiety when you enter
pressure moments. Confident people play positive visualizations
of themselves, take criticism productively, have a
supportive background, and experience a confidence building
event at some point in their lives.
We assume that we are among women who would be brimming
with confidence and yet, they are still lacking somehow.
Confidence has been an elusive concept for some time now
and we have yet to fully understand why it is that many women
are loaded with self-doubt. So, what gives?
Women need to know that they are not alone. You can have
graduate degrees and certifications and still believe that
you are not intelligent enough for a promotion. The sub-conscious
belief that you are not good enough to fulfill a role does
not necessarily bear any truth. Is it because men are more
self-assured?
Studies have shown that there are strong findings that there
is a significant gender gap that men report higher levels of
self-esteem than women do. This gap emerges in adolescence
and persists throughout early and middle adulthood before it
narrows and disappears in old age. Past research has shown
that socioeconomic, gender equality, sociodemographic, and
cultural value indicators moderate cross-cultural variation
in gender and age differences in broad personality characteristics,
it is conceivable that they may play a role in gender
and age differences within self-esteem as well. These gender
and age differences can be observed and across the world
and can be reflective of their development, however, that does
not tell the whole story regarding our leadership disparities.
The Role of Men
If men want to fully understand how to help women in the
workplace, they can consider the type of feedback that they
are providing. Also, be sure that your female employees and
counterparts have the necessary support to enhance their
strengths and become the best leader that they can be inside
15

and outside of the workplace.
Focusing on your weaknesses will not make one feel more confident. What have you achieved? What would
you like to achieve in the future? What are your goals?
Another large component to increasing confidence levels is addressing how women are perceived. More
confident women won’t necessarily eliminate unconscious bias or stop more self-assured, outspoken
women from being labeled. What it will do is empower more women to call out a bias when they see it, put
themselves forward and take the necessary risks. This will see more women moving up the ladder, which
in turn, will provide more much needed role models, mentors, sponsors, and inspiration for women who
wish to follow in their footsteps.
I am inspired to instill more confidence in women. There isn’t a reason why we can’t lead fulfilling lives or
be successful simply because we inherently believe that men are better at our jobs than we are. Women
are typically rated higher than men at most leadership competencies. Whether we realize it or not, we
are holding ourselves back. Organizations need diverse perspectives and they are more important than
ever in a highly-connected, fast-paced, interdependent global economy. Without confidence, women cannot
fulfill what employers are seeking; let alone the requirements of leadership positions. From what I have
witnessed, women are continuously caught up in comparing themselves, whether that is to another female
or a male counterpart. In either case, that is the single worst thing to do. We do not need to look another
female who on the outside may have the perfect life or job or a male co-worker who may earn more than
we do. Rather than focusing on what’s wrong, focus on what’s right. What do you have to offer your employer?
Are you due for a review? Great- there isn’t a reason you shouldn’t consider asking for a promotion
or a raise. Don’t automatically undercut yourself because you’ve fallen into the pattern of comparison or
because you’re waiting for someone to hand it to you.
Work together. Our beliefs drive how we function, and we can’t allow ourselves to fall into the trap that men
are against us and vice versa. If we instill confidence in each other and lift each other up, we can make
progress.
16

# WEAREMULTIFAMILY
SHERRY KING
—
My current role is as SVP for Western
WA and Boise markets for Coast
Property Management. My journey
began 30 years ago as a leasing agent
for the marketing director at an owner/manager/developer
firm. I really
get jazzed about developing others
whether my part is big or small. I am
so excited to have been invited to the
group!
RENEE PULLIAM
—
I’ve been in the industry for almost
20 years. I’m currently a Regional
Director with Matrix Residential in
Richmond, VA. I became a licensed
realtor and also earned the following
designations: CAM, CAPS, HCCP, and
CPM. I’m also an NAA Lyceum graduate.
I enjoy giving back to the industry
through my involvement in the Virginia
Apartment Management Association.
In addition, I serve on three NAA
committees. My passion is training
and I spend time each month teaching
financial management and fair
housing classes throughout Virginia!
17

SHERI MAILLER-ZIRSCHKY
—
So, 18 years ago I was told, “You should
check out renting apartments for a living.”
I had no idea what it entailed, but after my
first couple of interviews I was drawn in.
Best decision I ever made.
This industry has not only grown me personally
but made me realize my passion
for helping others achieve goals they didn’t
even know they wanted to hit! I’ve grown
from leasing to managing the whole division
of not only apartments but business parks,
personal homes and self storage facilities!
At the end of it all...it comes down to people.
Knowing them and managing them in a way
that works for their personality. I am super
excited to be a part of this group and see
just what kind of impact we can make out
there!
WOMEN
LEADING THE WAY
18
Upon requesting to join the Multifamily
Women’s Facebook group, new members
are asked three simple questions:
1. What is your current role within your
company?
2. What are your top 3 workplace challenges?
3. What does a bigger and better future look
like to you?
We use this valuable information to structure
content based on what our members need.
The Multifamily Women Leadership Series
is free to anyone and also provides content
based on the feedback we receive from our
Facebook group members.
MULTIFAMILYWOMEN.COM

Misty Haskins
I have been in multifamily for 5
years. I am a student at Belmont
Abbey College I’m a Property Manager
for Pinnacle in Gastonia, NC
and worked for Southwood Realty
for 4 years prior to. I earned
my CAM credential in 2016 will be
earning my CAPS in 2019.
Donna Hickey
I’ve been in property management
this year 40 years. I’ve held many
positions from Leasing to Vice
President and worked in Speciality
Housing. I own a full service consulting
firm, specifically for the
apartment industry.
# INTRO
TOP 3 WORKPLACE
CHALLENGES
01
TALENT
Hiring, and retaining top talent. Employee turnover, engagement
and competing with innovatinve outside industry employers.
02
TECHNOLOGY TRENDS
Keeping up with new operating systems, apps, programs,
and opportunities. Dealing with those who are resistent to
change and innovation.
03
TIME MANAGEMENT
Trying to find a balance between work and life while finding
time to accomplish everything that needs to be done in a day.
MAGGIE MAHER
I am the owner and CEO of Dwell-Greenville. We
are an apartment relocation concierge company in
one the fastest growing markets. I’ve been in multi
family for the last 18 years. I am excited to meet
you and explore new ideas and helping each other
succeed.
DONJE PUTNAM
—
Once upon a time a student needed a part-time job. Her
dad had briefly been an Assistant Manager at a local
apartment complex. He got her an interview and she
got a job as a Leasing Agent, even though she was 2nd
choice! GASP! And that’s how I got in 23 years ago.
Currently, I am the Director of Marketing for a smallbut-mighty-company,
Signature Management Corp,
located in Hampton Roads, VA. I also do compliance,
which may seem like a weird sideline to marketing but
I do so love rules and policy. I just switched roles from
Regional Manager in September.
BROOKE EYSTER
—
I’m celebrating 10 years in the
industry this summer. WOW! I’ve
leased, managed and even completed
a few work orders along
the way! I’m most passionate
about working in marketing now.
I’ve had the best mentors and
leaders on this journey!
19

CONFLICT
RESOLUTION
STEPS TO GAINING A FRESH PERSPECTIVE
hero’s favorite line is “Let me help you.” On the surface,
the hero’s actions seem noble. However, these
actions can represent an avoidance of their own issues,
disguised as concern for others.
Start with Compassion
BY: CHERI PLETT, OWNER OF PROGRESSIVE
LEADERSHIP SOLUTIONS. HER PROGRAMS FOR
LEADERS FOCUS ON CONFLICT, COMMUNICA-
TION, EMPLOYEE ENGAGEMENT, AND WORK-
PLACE CULTURE.
Success in your career requires not only business
and technology skills, but also strong people skills
that include being able to resolve conflict. As a
leader, you may face conflict with your peers, your
team, or even your boss. Progress, innovation, and
change come with a measure of human drama, and
most leaders dream of being able to resolve conflict
gracefully.
Understanding the Nature of Conflict
Conflict is costly! The price of handling conflict
poorly includes watching your top talent walk out
the door, declining motivation and engagement, and
wasting time putting out fires instead of working on
projects to help your business grow.
The elements of conflict are often invisible. It’s hard
to solve a problem you can’t see. The good news is
that we can learn to see the invisible forces in conflict
situations.
One unseen factor during conflict is the roles we
play. Stephen Karpman’s “drama triangle” reveals
three destructive roles we adopt during conflict:
victim, villain, or hero. You are playing the victim
role when you feel helpless or powerless to make
decisions. If you start thinking “It’s all your fault”,
you might be caught in the villain role. Finally, the
Google’s Chade-Meng Tan, author of Search Inside
Yourself, encourages people to imagine what would
happen if their thought during conflict was, “I wish
for this person to be happy.” Our work environments
often discourage compassion in an attempt to generate
“professionalism”. Women often shy away
from compassion so they don’t appear too emotional,
and men avoid compassion to not look weak.
Dr. Kelly McGonigal, a Stanford University Compassion
Researcher, explains that compassion is
instinctual. She says when we feel compassion for
another person, our brain sees them as a friend
rather than a foe. When we allow our heart and
mind to work together, we have access to greater
levels of intuition, awareness, and better decision
making.
Your Buttons Are on The Inside!
Most of us have said, “That person really pushes my
buttons!” Yet the truth is our buttons are on the inside,
and we push our own buttons as reactions to
the behavior of others.
Tammy Lenski, author of The Conflict Pivot, explains
that we get stuck in our stories during conflict. She
says “conflict occurs when something important
feels threatened or insulted. The things you dwell
on are hints about the true source of your unease
in the conflict.” We feel distress when others don’t
recognize us as being capable, self-reliant, likeable,
worthy, dependable, and virtuous. When you observe
what usually “hooks” you during conflict, you
can set yourself free from the turmoil of conflict.
Mastering Conflict Conversations
A key to mastering conflict conversations is avoiding
either/or thinking. It’s easy to accept a false dichotomy
and only see “your way” OR “my way”. In
20

21

contrast, a genius at conflict resolution finds an
elegant solution by looking for a third option using
the word AND instead or OR. They get curious and
ask how to embrace “your way” AND “my way”. You
can begin to master conflict conversations by asking
questions that uncover creative “AND” options.
When conflict arises from unmet expectations, describe
this gap as clearly as possible without making
assumptions. Simply saying “I thought you were
going to _____, but it appears you did ____. Can
you help me understand?” This approach eliminates
blaming and helps you stay curious and open to
solutions. Jumping to conclusions can make people
feel threatened, defensive, and closed to finding
conflict resolutions.
“Practice makes perfect.” Investing time role-playing
possible scenarios also helps leaders develop
strong conflict resolution skills. Practice opening
the conversation by stating its purpose, identifying
concerns, developing and agreeing on possible
solutions, and closing the conversation with clarity.
Focus on Developing Partners and Allies
When people are willing to do the inner work, as
well as the outer work, during conflict, another
gift emerges. Those we once characterized as the
“enemy” become our partners and allies. Among
progressively-minded leaders, there is a growing
awareness of the dynamic connectedness of all
things. With this awareness comes the realization
that together we rise, and together we fall. What a
powerful concept to remain mindful of during conflict
situations. An “us against the problem” mindset
is always more productive than seeing other people
as problematic. “But what if the other person won’t
accept this cooperative approach?” Never underestimate
the power of one person shifting their energy
from hostility towards compassionate cooperation.
The Ruler Activity is a powerful exercise used to
teach people the power of proxemics. Participants
are instructed to stand 12 inches from their partner.
First, they square off face to face and report
how this position feels. Most report it feels threatening.
Next, they stand side-by-side and report the
difference experienced. People usually say this
stance feels impersonal and cold. Finally, they position
themselves at a 90° angle from each other.
Powerful insights emerge as they view a situation
together while still seeing each other. The 90° angle
concept can be applied to our mindset and attitude
as well when we choose partnership over animosity
or detachment during conflict situations.
Wrapping It Up
Conflict is inevitable, and workplace relationships
are not immune. When handled with creativity, compassion,
and confidence conflict can serve as a catalyst
for positive change and relational growth. As
a business leader, you can be the one who strategically
brings compassion and wisdom to the conflicts
in your organization. “In the middle of difficulty lies
opportunity.” – Albert Einstein
22

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23

FELICITE MOORMAN
CEO OF STRATIS IOT & BULOGICS, INC.
Felicite Moorman is an
award-winning technology
entrepreneur, attorney,
speaker and community
activist.
She has earned an international
reputation as a go-to
wireless industry expert,
developing pioneering
strategic partnerships and
unprecedented technology
strategies and initiatives
for the Internet of Things.
She is currently CEO of Bu-
Logics, Inc., which designs,
builds, and certifies IoT
devices for Fortune 500
companies and start-ups,
and is the Co-Founder and
CEO of StratIS, Llc,, which
creates software platforms
for large scale IoT installations,
specifically focused
on multifamily and campus
communities. Moorman
also serves as the Business
Development Strategist for
The Golding Group.
Prior to making East
Falls, Philadelphia her
home, Moorman spent
fifteen years in the Baltimore-Washington
corridor
as Managing Member of a
conglomerate of privately
held national companies
spanning the real estate, finance,
insurance, and legal
arenas.
Moorman attended the Uni-
versity of Maryland School
of Law, where she was
awarded their Inaugural
Law Leadership Scholarship
and received her Juris
Doctorate in 2002. Moorman
is currently licensed
to practice law in Maryland,
Washington D.C., and Oklahoma.
24

Rita Devassy
FOUNDER
Deva Seed, LLC
http://www.devaseed.com/
THE INDISPENSABLE
LEADER
SKILLS TO MEET TECHNOLOGY TRENDS OF THE FUTURE
The world of the future is artificial
intelligence, smart, connected
devices—and many things
that will feel like science fiction
meets reality.
What your employees or clients
require tomorrow will be different.
Communication is already
starting to move online and will
continue to expand (Example:
Slack, WhatsApp, Skype, etc).
Multiple generations will exist
within the same environments
with different beliefs and habits.
Proper security measures is a
growing concern and an area of
increasing attention. Work habits
which have already begun to
evolve will continue to shift: “a
study released by Zug, Switzerland-based
serviced office provider
IWG found that 70 percent
of professionals work remotely
— a phenomenon known as telecommuting
— at least one day
a week, while 53 percent work
remotely for at least half of the
week” (Browne 2018).
Many leaders are not prepared
for these changes that technology
will place into their work and
home environments. For example,
today leaders are faced with
the impacts of wide-scale con-
25

nectivity which has been playing out for the last 10-
20 years; while most impacts have been hugely positive,
the downside that was not predicted has been
the high levels of distraction, unfocused attention,
stress and feelings of overwhelm and anxiety. This
in turn has affected level of happiness, well-being,
productivity, motivation and so much more.
“According to the American Psychological Association,
53 percent of Americans work over the
weekend, 52 percent work outside designated work
hours, and 54 percent work even when sick. Flextime,
typically viewed as a benefit of technology providing
greater freedom, actually leads to more work
hours….In a widely cited study, cognitive scientist
Gloria Mark and her colleagues state that people
compensate for interruptions by working faster, but
this comes at a two-fold price: The individual experiences
more stress, frustration, and time pressure
and effort.” (Joyce, Fisher, Guszcza, Hogan 2018)
While in the past providing perks or prized projects
were most important, tomorrow’s teams will require
authentic relationships, meaningful work and
flexibility to live and work as they choose. Emerging
neuroscience is really changing the basis for leadership.
Take for example, this study by two Harvard psychologists
who concluded that a wandering mind is
an unhappy mind (Killingsworth, Gilbert 2010). This
study concluded that people’s minds wandered fre-
quently regardless of what they were doing; additionally
the study concluded that people were less
happy when their minds wandered—and what they
were thinking about was a better indicator of their
happiness than what they were doing.
So, what does this imply? Take for example, when
you are feeling frustrated about a person at work—
how do you know that? You may have some physical
symptoms like restlessness or a furrowed brow or
a tight lip for example. And you may also be aware
that you are feeling a sense of fear—maybe a fear of
losing something. And there are usually accompanying
thoughts like “I don’t think I am going to make
it” or “I can’t trust them”— a bit of mind wandering.
So, then on auto-pilot you tell yourself that you are
frustrated or people can sense that you are. All of
this happens very quickly in our brains.
If you are able to isolate the feeling and thought,
would you be able to address it in a more effective
way? In other words, if you were able to calm yourself
through slow, deep breathing or by taking a
walk outside or getting a hug, you would lessen the
impact of your body’s defense system (fight or flight)
to protect you. The second step is having a conversation
with yourself about whether or not the fear
makes any sense.
Knowing that you are not instinctively wired to just
be calm all the time is powerful; the fight or flight
response in your brain exists for a good reason.
26

But when you train yourself to monitor and regulate
your thoughts and emotions, you can regulate this
natural defense mechanism to respond with less
anxiety or frustration—and in a more thoughtful,
deliberate and relevant way instead. Your fight or
flight response doesn’t have to be activated constantly.
Make sense?
Coming back to why is this an indispensable skill of
the future.
In order to face the rapid changes in technology
which will affect how people work and live:
1. Leaders will need self-confidence, clarity
and calmness to make decisions in greater contexts
of uncertainty and ambiguity.
List of References
Browne, R 2018, ‘70% of people globally work remotely
at least once a week, study says’, CNBC Make
It, 20 May 2018.
Joyce C, Fisher J, Guszcza J, Hogan S.K 2018, ‘Designing
work environments for digital well-being’,
Deloitte Insights, 16 April 2018.
Killingsworth M, Gilbert D 2010, ’A Wandering Mind
Is an Unhappy Mind’, Science 330, 12 November
2010.
Schulte, B 2015, ‘Harvard neuroscientist: Meditation
not only reduces stress, here’s how it changes
your brain’, The Washington Post, 26 May 2015.
2. Leaders will need to find ways beyond exercise
and diet to monitor and respond to the brandnew
challenges of tomorrow.
3. Leaders will need the capacity to empathize
with the changing expectations and needs of employees,
clients and partners alike.
These skills cannot be developed from something
external—it is only possible if a leader harnesses
their internal experiences first through mental
training. While there are many ways to train the
mind through exercise and diet, it requires more.
Training the mind is most effective with a suite of
mental practices like meditation, gratitude journaling,
daily goal and priority planning to name a few
methods. In a Washington Post interview (Schulte
2015), neuroscientist Sara Lazar shared specific
changes in the brains of a research study group after
8 weeks of mindfulness-based stress reduction;
these results indicated reduced mind-wandering,
increased empathy and compassion and reduced
anxiety, fear and stress.
Leaders should be aware that one of their biggest assets
in the next century will be training their mind—
to serve their teams and their clients. As everything
in the world changes rapidly around them, the one
skill that will become more critical than ever and
within one’s own control is self-awareness, being
present and the ability to monitor and regulate
one’s own emotions.
In other words, turn inward for calm, certainty,
connection, confidence, courage, clarity, creativity,
concentration and compassion.
27

An Interview:
ON FEMALE
LEADERSHIP
BY:CYNDY TRIVELLA
WITH
DRU
ARMSTRONG
I had the pleasure of speaking with Dru Armstrong, CEO at
Grace Hill which is an online training courseware and administration
services provider for the property management
industry. We talked about the role of female leadership
in today’s business world and how women create fervor
and make a positive impact on the economy and business.
Cyndy: Dru, thanks for joining me for this conversation.
I’m excited to speak to you about female leadership and its
impact on business. Let’s start with the million dollar question.
Why is it important for women in business to support
other women?
28

Dru: As a woman, I know firsthand what it feels
like to be held back because of my gender. As
someone in a leadership position, I view it as
my responsibility to ensure our organization is
diverse and inclusive. I lead a technology company,
and our organization is 50 percent plus
female all the way through the executive team.
We are lucky because we serve Multifamily and
so many of our clients are incredibly talented
women. When we recruit for key roles, we always
include female candidates in the pool. It
doesn’t mean we only hire women, but it does
mean we are more likely to. Once we hire a
great team member, we also work hard to remove
some of the challenges that we know they
face. For example, studies show that women often
don’t apply for roles unless they meet every
criterion. We post all our positions internally
and proactively encourage our top performers
to apply for those jobs, even if they don’t meet
every requirement today. That’s how I try to
support women in my organization—by letting
their talents guide their path uninhibited.
Cyndy: It’s refreshing to hear that you don’t expect
someone to tick every box on the job requisition.
I believe companies spend too much
time checking boxes rather than considering
the potential of the talent before them. You and
I know that mentoring is vitally important for
women in the workplace, but companies typically
don’t provide these opportunities, readily.
So how can women approach their male
counterparts to seek mentoring and guidance?
bottom line. In what ways does the inclusion of
women into leadership roles affect an organization
financially?
Dru: Anyone in a position of leadership should
be focused on this issue because it creates tangible
opportunities for their business. Not only
have studies shown that women-led organizations
are more profitable, but they’re, also,
better at attracting strong female talent which
can be a significant competitive advantage. I
can’t tell you the number of times when I have
interviewed a strong candidate, and they have
told me they are interested in joining a company
that is not a boy’s club, and where they will
have an opportunity to have their performance
recognized. Also, if you are looking to recruit,
I personally recommend starting with women
wanting to re-enter the workforce after having
children. There is a lot of data on how taking
even a year off to have a child can permanently
set a woman back in terms of her earning potential
for the rest of her career. A lot of women
that I know struggle to find a re-entry path that
compensates them fairly. I would recommend
recruiting that untapped talent pool and giving
them a career path that fairly compensates
them for their skills and experience. In a world
where so much work gets done virtually, we as
leaders have the opportunity to flex our company’s
working styles in order to accommodate
Dru: My personal board (of mentors) is a diverse
group of business leaders that I worked with
and admired throughout my career and who
are invested in my success, many of whom are
male. Mentorship is a relationship that should
be mutually beneficial and oftentimes requires
that the mentor is invested in your success. I
recommend proactively asking senior folks that
you are working with to be your mentor. If they
have worked with you and can see your potential,
they are more likely to want to invest in you
and your success. I am always surprised at how
rewarding it is to my mentors, who are CEOs,
Executives, and Managing Directors, to be able
to give advice to someone who is interested in
learning from them.
Cyndy: I agree. As someone who has been a
mentor to both male and female talent, I find
it very rewarding to help these bright people
advance in their careers. Let’s talk about the
29

top talent that may be juggling career and family.
Plus, I think we can all agree that no one is a better
multitasker than a mother!
Cyndy: Tapping into untapped talent is just smart
business, and yes, you are so correct. Moms are
the ultimate do-it-all, jack-of-all-trades! The multifamily
industry is a burgeoning one. Tell us how
you envision the role of women in the multifamily
industry developing over the next 20 years.
Dru: Multifamily is rapidly changing, due to a number
of factors, including the proliferation of technology
and data and due to its record growth due to
strong tailwinds. I think the change will bring opportunities
for women (and minorities). Growth plus a
tight talent market should give top talent opportunities
for accelerated growth. Additionally, we are
seeing a lot of excitement around investing in Real
Estate Technology, so I think women with a fresh
perspective on how technology and data can move
this industry forward will have an opportunity to
build new products and companies.
Fundamentally, I think Multifamily is a great industry
for women to build their careers. The women
leaders that I know in Multifamily that have a successful
career have had to succeed in a range of
roles, from sales, to finance, to technology, to management.
This hands-on training onsite is an incredibly
powerful way to prepare to be a CEO, Executive
or Entrepreneur, because you know the business
inside out and have an incredible range of tools at
your disposal to navigate challenges and opportunities.
I always recommend Multifamily as an incredible
place to build your career to young women
starting out. It is an industry that will value your
raw talent and determination and invest in developing
you as a professional, and no graduate degree
required.
Cyndy: Thank you, Dru, for your great insight, advice
and for being such a wonderful role model for
women in the multifamily industry and in business,
overall.
CYNDY TRIVELLA
VICE PRESIDENT STRATEGIC RELATIONS
WORKSCENE
Elizabeth Ignatowicz
I am currently an Associate Community
Director with Matrix Residential.
I have a passion for people
and do everything that I can
to make sure that I am making
a difference in someone’s life in
some way. I am currently working
on becoming more active in
our local apartment association
and enjoy being a member of our
Government Affair’s Committee.
Paula Infantino Reynolds
I began my career in 1995 in
South Florida. It has been a great
journey to be part of such an
awesome industry for the past
24 years as a vendor supplier
on a National Executive Level. I
have met some fascinating, successful,
inspiring women along
the way. I have been blessed with
some amazing career opportunities
with endless growth. It’s an
honor to be part of such a powerful
group of women within this
group.
#WEAREMULTIFAMILY
30

BEST PLACES TO WORK
MULTIFAMILY
PERCENTAGE % OF
POSITIVE RESPONSES
EMPLOYEE
BENCHMARK REPORT
LIST
MAKERS
NON LIST
MAKERS
LEADERSHIP AND PLANNING
86
81
CORPORATE CULTURE AND COMMUNCATIONS
84
81
ROLE SATISFACTION
89
86
WORK ENVIRONMENT
91
90
RELATIONSHIP WITH SUPERVISOR
TRAINING AND DEVELOPMENT
PAY AND BENEFITS
90
84
79
89
79
72
OVERALL EMPLOYEE ENGAGEMENT
90
85
AVERAGE OF ALL CATEGORIES
87
83
This report summarizes results of the Best Places to work Multifamily program.
Our goal is to provide forward-thinking executives with a snapshot of what
charactarizes the Best Places to Work Multifamily. Each report contains examples
of the benefits and perks offered by participating organizations, as well as employee
engagement and satisfaction averages from our survey process.
31

BEST PLACES TO WORK
MULTIFAMILY
The chart below provides a glimpse into some of the results from the detailed employer
benchmark report from participating organizations, which are all Multifamily property
managers. The orange bar represents the percentage of Best Places to Work in Multifamily,
while the light grey bar represents the percentage of all other program participants.
I UNDERSTAND THE LONG-TERM
STRATEGY OF THIS ORGANIZATION
85
90
I HAVE CONFIDENCE IN THE
LEADERSHIP OF THIS ORGANIZATION
84
89
THE LEADERS OF THIS ORGANIZATION
CARE ABOUT THEIR EMPLOYEES’ WELL
BEING
85
88
SENIOR LEADERS LIVE THE CORE
VALUES OF THE ORGANIZATION
83
86
Participating in the Best Places to Work in Multifamily Program
is a reflection of our commitment to upholding standards
of excellence, delivering an entrepreneurial environment
and leading the industry by thinking disruptively — all
of which directly impacts our ability to attract and retain top
talent.
Greta Schneider, Vice President of Alliance
Talent Management
32

THERE IS ADEQUATE PLANNING
OF DEPARTMENTAL OBJECTIVES
76
82
THERE IS ADEQUATE FOLLOW-
THROUGH OF DEPARTMENTAL
OBJECTIVES
76
81
THE LEADERS OF THIS ORGANIZA-
TION ARE OPEN TO INPUT FROM
EMPLOYEES
79
85
THIS ORGANIZATION’S
CORPORATE COMMUNICATIONS
ARE FREQUENT ENOUGH
82
87
HOW DOES YOUR COMPANY COMPARE?
We participate in the Best Places to Work in Multifamily Program
Now that you’ve
to get
seen
anonymous
a sample of
feedback
benchmarking
from
data
our
for
employees.
Best Place to
We
Work
use
in
the
Multifamily,
results
how does
to help
your
plan
organization
our employee
compare?
strategy
Find out
for
by
the
participating
next year,
in
examining
the
Best Places to Work in
areas
Multifamily
we can
program.
build a better workplace, improve communication,
respond to employees’ opinions we may not otherwise
have known. It has been an added benefit and an honor to have
been a finalist all 3 years we have participated!
Mary Gwyn, CEO
Apartment Dynamics
33

BEST PLACES TO WORK
MULTIFAMILY
The chart below provides a glimpse into some of the results from the detailed employer
benchmark report from participating organizations, which are all Multifamily property
managers. The orange bar represents the percentage of Best Places to Work in Multifamily,
while the light grey bar represents the percentage of all other program participants.
THIS ORGANIZATION’S CORPORATE
COMMUNICATIONS ARE DETAILED
ENOUGH
81
87
I HAVE A GOOD UNDERSTANDING OF
HOW THIS ORGANIZATION IS DOING
FINANCIALLY
69
73
I CAN TRUST WHAT THIS
ORGANIZATION TELLS ME
80
85
THIS ORGANIZATION TREATS ME LIKE
A PERSON, NOT A NUMBER
84
87
The success of Berger Rental Communities is the result of
having outstanding employees that are dedicated to serving
their customers, caring for one another, and delivering great
results. I am proud of the outstanding culture that our team
has built and the results we have achieved.
Dan Berger, President
Berger Rental Communities
34

THIS ORGANIZATION GIVES ME
ENOUGH RECOGNITION FOR
WORK THAT IS WELL DONE
74
81
STAFFING LEVELS ARE ADEQUATE
TO PROVIDE QUALITY SERVICE
68
73
QUALITY IS TOP PRIORITY WITH
THE ORGINIZATION
83
87
SAFETY IS A TOP PRIORITY WITH
THIS ORGANIZATION
87
91
While it’s great to win an award, we strive to always improve
and the information learned from this process is invaluable.
Todd Farrell, President
LMC
35

BEST PLACES TO WORK
MULTIFAMILY
The chart below provides a glimpse into some of the results from the detailed employer
benchmark report from participating organizations, which are all Multifamily property
managers. The orange bar represents the percentage of Best Places to Work in Multifamily,
while the light grey bar represents the percentage of all other program participants.
I BELIEVE THERE IS A SPIRIT
OF COOPERATION WITHIN THIS
ORGANIZATION
83
87
MY EMPLOYER ENABLES A CULTURE
OF DIVERSITY
89
91
I LIKE THE PEOPLE I WORK WITH AT
THIS ORGANIZATION
93
93
AT THIS ORGANIZATION, EMPLOYEES
HAVE FUN AT WORK
87
87
At The REMM Group we strive to enrich those around us and
encourage growth both professionally and personally. This
award is meaningful because it is awarded by our associates
in a confidential and honest forum. We take great pride
in knowing that our culture is embraced by our associates
....going beyond creating value, has become a way of life.
We work as a team, everyone has a voice and everyone can
add value. Together we elevate our expectations and each
other!
Sara D’Elia, CEO
REMM Group
36

I FEEL I CAN EXPRESS MY HONEST
OPINIONS WITHOUT FEAR OF
NEGATIVE CONSEQUENCES
76
81
CHANGES THAT MAY AFFECT
ME ARE COMMUNICATED TO ME
PRIOR TO implementation
69
76
I LIKE THE TYPE OF WORK
I DO
93
95
I AM GIVEN ENOUGH AUTHORITY
TO MAKE DECISIONS I NEED TO
MAKE
85
87
To lead our team of talented and devoted professionals in the
service of helping others is an honor and privilege. That their
feedback was a basis for this achievement speaks volumes
about the commitment, spirit and passion required in making
a difference in our community. We are thrilled to be a Best
Places to Work Multifamily finalist!
Helaine Blum, President
Pathlight HOME
37

BEST PLACES TO WORK
MULTIFAMILY
The chart below provides a glimpse into some of the results from the detailed employer
benchmark report from participating organizations, which are all Multifamily property
managers. The orange bar represents the percentage of Best Places to Work in Multifamily,
while the light grey bar represents the percentage of all other program participants.
I BELIEVE MY JOB IS SECURE
84
85
DEADLINES AT THIS ORGANIZATION
ARE REALISTIC
78
85
I FEEL I AM VALUED IN THIS
ORGANIZATION
80
84
I FEEL PART OF A TEAM WORKING
TOWARD A SHARED GOAL
85
87
We are honored to be recognized as one of the nation’s leading
multifamily property management and investment firms. We pride
ourselves on cultivating a truly authentic company culture that remains
focused on family and allows our associates to go above
and beyond to show our customers the Fogelman Difference. The
team is thrilled to see Fogelman associates being nationally recognized
for both the culture and exceptional performance they work
hard to create every day.
Melissa Smith, Chief Administrative Officer
Fogelman
38

I AM ABLE TO MAINTAIN A REA-
SONABLE BALANCE BETWEEN
WORK AND MY PERSONAL LIFE
82
82
MY JOB MAKES GOOD USE OF MY
SKILLS AND ABILITIES
85
90
I HAVE A CLEAR UNDERSTANDING
OF MY JOB ROLE
94
93
I UNDERSTAND THE IMPORTANCE
OF MY ROLE TO THE SUCCESS OF
THE ORGANIZATION
93
95
We have created an atmosphere where team members are
encouraged to share their ideas, develop their careers in a
way that utilizes their passions and skills, and contribute to
our success. As an organization, we feel it is our honor and
responsibility to provide our team members with the support
and resources to be the CEO of their area and provide the best
service possible to their customers and team.
Heather Riggs, VP Multifamily Operations
Continental Properties
39

BEST PLACES TO WORK
MULTIFAMILY
The chart below provides a glimpse into some of the results from the detailed employer
benchmark report from participating organizations, which are all Multifamily property
managers. The orange bar represents the percentage of Best Places to Work in Multifamily,
while the light grey bar represents the percentage of all other program participants.
MOST DAYS, I FEEL I HAVE MADE
PROGRESS AT WORK
88
92
MY PHYSICAL WORKING CONDITIONS
ARE GOOD
94
95
MY GENERAL WORK AREA IS
ADEQUATELY HEATED/COOLED
89
91
THERE IS ADEQUATE NOISE CONTROL
TO ALLOW ME TO FOCUS ON MY
WORK
87
90
This award is a testament to building a company that is
built on Culture first. To all team members - past and present
- thank you for being a part of this Team and a part of
the Cardinal Story.
Alex OBrien, President
Cardinal Group Management
40

MY WORKSPACE HAS ADEQUATE
PRIVACY FOR ME TO DO MY JOB
84
86
I FEEL PHYSICALLY SAFE IN MY
WORK ENVIRONMENT
94
94
MY SUPERVISOR TREATS ME
FAIRLY
90
91
MY SUPERVISOR TREATS ME WITH
RESPECT
92
92
Gables is proud to be nominated for such a distinguished award. This
award is meaningful as it encompasses everything we strive to do every
day not only for our customers, but also for our associates, investors
and community. Our company knows that our greatest asset and
distinguishing strength is our people. This nomination helps to reaffirm
that what we work towards every day makes a difference.
Sue Ansel, President & CEO
Gables Residential
41

BEST PLACES TO WORK
MULTIFAMILY
The chart below provides a glimpse into some of the results from the detailed employer
benchmark report from participating organizations, which are all Multifamily property
managers. The orange bar represents the percentage of Best Places to Work in Multifamily,
while the light grey bar represents the percentage of all other program participants.
MY SUPERVISOR HANDLES MY
WORK-RELATED ISSUES
SATISFACTORILY
89
90
MY SUPERVISOR HANDLES MY
PERSONAL ISSUES SATISFACTORILY
90
90
MY SUPERVISOR ACKNOWLEDGES
WHEN I DO MY WORK WELL
87
89
MY SUPERVISOR TELLS ME WHEN MY
WORK NEEDS IMPROVEMENT
91
92
The backbone of Blue Ridge Companies is a high performance
team of like-minded individuals who share common values and
goals. We are very proud of the culture they have built. Being a
finalist in the 2018 Best Places to Work Multifamily is truly an
honor and affirms that we represent words with actions.
Susan Passmore, Executive Vice President
Blue Ridge Companies
42

MY SUPERVISOR IS OPEN TO
HEARING MY OPINION OR
FEEDBACK
88
89
MY SUPERVISOR HELPS ME
DEVELOP TO MY FULLEST
POTENTIAL
82
85
I FEEL I CAN TRUST WHAT MY
SUPERVISOR TELLS ME
87
88
THIS ORGANIZATION PROVIDED
AS MUCH INITIAL TRAINING AS I
NEEDED
77
81
Our employees are the biggest asset we have, and we are invested
in making them healthy, happy and successful! Our
company is a large family – we are motivated to do the best for
each other and for Carter-Haston. This culture and our people
are truly what sets us apart!!
Allyson Andrews, Vice President of Operations
Carter-Haston
43

BEST PLACES TO WORK
MULTIFAMILY
The chart below provides a glimpse into some of the results from the detailed employer
benchmark report from participating organizations, which are all Multifamily property
managers. The orange bar represents the percentage of Best Places to Work in Multifamily,
while the light grey bar represents the percentage of all other program participants.
THIS ORGANIZATION PROVIDES AS
MUCH ONGOING TRAINING AS I NEED
80
85
THIS ORGANIZATION PROVIDES THE
TECHNOLOGY, EQUIPMENT AND
RESOURCES I NEED TO DO MY JOB
WELL
86
89
THE COMPUTER OR OTHER
HARDWARE I USE TO DO MY JOB IS
DEPENDABLE
84
86
THE SOFTWARE AND PROGRAM
APPLICATIONS I USE TO DO MY JOB
ARE ADEQUATE
84
87
I’m trying to create a concept of conscious capitalism. We’re
trying to create a model which is a win-win model for investors,
employees, the community, and tenants that call our
properties homes.
Swapnil Agarwal, CEO and Founder
Karya Property Management & Nitya Capital
44

TECHNOLOGY ISSUES ARE RE-
SOLVED IN A TIMELY MANNER
86
86
TECHNOLOGY ISSUES AFFECTING
MY WORK ARE COMMUNICATED
TO ME IN A TIMELY MANNER
74
82
I UNDERSTAND WHAT IS EXPECT-
ED FOR CAREER ADVANCEMENT
73
80
I AM ENCOURAGED TO EXPLORE
GROWTH OR ADVANCEMENT
OPPORTUNITIES WITHIN THE
ORGANIZATION
72
80
Our people are the very engine of all we do. Without them...
we’re just selling lumber. Walls and doors. With the right
team...we’re building vibrant communities. Places worthy of
calling home.
Darren Williams, President
Portico Properties
45

BEST PLACES TO WORK
MULTIFAMILY
The chart below provides a glimpse into some of the results from the detailed employer
benchmark report from participating organizations, which are all Multifamily property
managers. The orange bar represents the percentage of Best Places to Work in Multifamily,
while the light grey bar represents the percentage of all other program participants.
THERE IS ROOM FOR ME TO ADVANCE
AT THIS ORGANIZATION
72
80
I TRUST THAT IF I DO GOOD WORK,
I WILL BE CONSIDERED FOR A
PROMOTION
72
80
MY PAY IS FAIR FOR THE WORK I
PERFORM
67
73
OVERALL, I’M SATISFIED WITH THIS
ORGANIZATION’S BENEFITS PACKAGE
74
81
The Best Places to Work Multifamily program allows us to
stay informed about the things that matter to our employees
and in turn to do the work needed to consistently be one of the
Best Places to Work in the multifamily industry. Our employees
are the heartbeat of the company; their job satisfaction,
work environment and the benefits we offer provides the lifeblood
needed for them to be successful which translates into
success for the company now and well into the future.
Wendy Drucker, Managing Director
Drucker & Falk Real Estate
46

I’M SATISFIED WITH THE AMOUNT
OF VACATION (OR PAID TIME OFF)
75
84
I’M SATISFIED WITH THE SICK
LEAVE POLICY
74
85
I’M SATISFIED WITH THE AMOUNT
OF HEALTHCARE PAID FOR
69
74
I’M SATISFIED WITH THE DENTAL
BENEFITS
76
79
At CWS, we believe our people are our greatest asset; we understand
our core values and culture create a dynamic environment
for people to be their best every day. Being nominated for this
prestigious award is a reflection of our amazing team and the
culture we have built together at CWS, and we couldn’t be more
proud.
Marcellus Mosley, Senior Vice President
CWS Apartment Homes
47

BEST PLACES TO WORK
MULTIFAMILY
The chart below provides a glimpse into some of the results from the detailed employer
benchmark report from participating organizations, which are all Multifamily property
managers. The orange bar represents the percentage of Best Places to Work in Multifamily,
while the light grey bar represents the percentage of all other program participants.
I’M SATISFIED WITH THE VISION CARE
BENEFITS
77
80
I’M SATISFIED WITH THE RETIREMENT
PLAN BENEFITS
72
79
I’M SATISFIED WITH THE LIFE
INSURANCE BENEFITS
77
82
I’M SATISFIED WITH THE DISABILITY
BENEFITS
73
79
We are thrilled to be receiving this honor, but most of all we’re
happy because what this really means is that we’re doing a
great job as an employer. We’ve known for a long time that the
greatest asset we have at ALCO are the people who work here
and I think being added to this list just confirms our belief.
Frank Jemison, Jr., Chief Executive Officer
Alco Management, Inc.
48

I’M SATISFIED WITH THE TUITION
REIMBURSEMENT BENEFITS
56
69
OVERALL, I AM VERY SATISFIED
WITH MY EMPLOYER
88
91
MOST DAYS, I LOOK FORWARD TO
GOING TO WORK
82
88
MY JOB PROVIDES ME WITH
A SENSE OF MEANING AND
PURPOSE
82
88
In an age of corporate transparency, this program provides
valuable insight into what our associates feel, and also shows
that we are actively listening. It’s no longer about “the squeaky
wheel getting the grease,” but about nurturing a corporate culture
that makes JVM the most desirable employer in the industry.
Jay Madary, President and CEO
JVM Realty
49

BEST PLACES TO WORK
MULTIFAMILY
The chart below provides a glimpse into some of the results from the detailed employer
benchmark report from participating organizations, which are all Multifamily property
managers. The orange bar represents the percentage of Best Places to Work in Multifamily,
while the light grey bar represents the percentage of all other program participants.
I AM PROUD TO WORK FOR THIS
ORGANIZATION
86
91
I FEEL THIS ORGANIZATION HAS
CREATED AN ENVIRONMENT WHERE I
CAN DO MY BEST WORK
81
87
I AM WILLING TO GIVE EXTRA EFFORT
TO HELP THIS ORGANIZATION
SUCCEED
92
96
I PLAN TO CONTINUE MY CAREER
WITH THIS ORGANIZATION FOR AT
LEAST TWO MORE YEARS
83
88
RealSource Management takes pride in serving our teams using a
people centric approach, as we are passionate about their personal
and professional growth. First and foremost, we strive to listen to
feedback and implement change, empower our teams, and develop
our people so that they can pay it forward. With the right principles
and the right culture, we believe our people will do extraordinary
things.
Teresa Rose, Senior Vice President
RealSource Management
50

I WOULD RECOMMEND THIS OR-
GANIZATION’S PRODUCTS/SERVIC-
ES TO A FRIEND
88
91
I WOULD RECOMMEND WORKING
HERE TO A FRIEND
85
90
HOW DOES YOUR COMPANY COMPARE?
Now that you’ve seen our benchmarking data for Best Place to Work Multifamily, how
does your organization compare? Find out by participating in the Best Places to Work in
Multifamily program.
Employee engagement is actually a much more powerful indicator
of organizational success than the size of the company,
as employee engagement is tied to behavior and higher performance.
Patrick Antrim, Chief Executive Officer
Multifamiliy Leadership
51

By: Cyndy Trivella | Photo: Multifamily Leadership Summit VIP Hangar Experience
MENTORING:
A SOLUTION TO
BRIDGE THE GAP
“Every chance we have to move
forward gets them to the finish.”
Janelle Monae, singer, and actress
We live in a fast-paced and competitive
world. We attempt to do
more with less and have become
eager in our attempts to carve
out our careers. For many women,
establishing a career is not
an easy task, and it’s usually one
that requires a trusted posse of
people to offer support, guidance
and mentoring.
When women receive support in
the form of mentoring not only
do they win out, but so does their
company.
As stated by Dru Armstrong, CEO
at Gracehill, “In my experience,
a mentor is someone who I can
get good guidance from based on
their experience and their knowledge.
I think it is critical as we
think about women in leadership
and how to accelerate putting the
right people in key roles, regardless
of gender, that the conversation
includes both men and women,
especially those in leadership
positions today because they will
be the ones to make the changes
happen the most quickly.”
When done with the best of intentions
and in an environment
where mentoring is endorsed
and encouraged by leadership,
it can bring men and women together
to learn and collaborate
in a safe way that is intentional,
cost-effective and non-threatening,
all while bridging the gap between
people.
The following list of questions
should be considered when developing
a mentor program,
as well as revisited during the
course of the program:
What you need to know
A defined program should outline
what it includes in a mentor pro-
52

gram and be designed to achieve
the results you seek. If the goal
is to advance more women into
leadership roles (reasons will
vary from company to company),
then the program needs to
be geared to this audience with
the intent to inform, guide and
support the female participants.
As you’re designing the program,
consider the following:
-- How much time per week or
month is required?
-- Will it be one-on-one or group
mentoring? If one-on-one, how
will people be paired?
-- How often will you have face
time together?
-- Will the program be formal or
informal?
-- Will you be using collaboration
tools to document steps and calls
to action?
-- Where do you meet to have
your discussions?
-- Is there required “homework”
that mentees must complete?
-- What areas of interest will be
discussed and does the mentee
help decide this?
-- What is the timeframe (per person)
for the mentor program, or
is it indefinite?
-- Will the program be open to
anyone interested?
-- Will the program be offered in
phases or an annual program?
-- What qualifies people for inclusion
in the program and how do
they enroll?
-- How do you define the end goal
and how will you be able to gauge
its success?
These items need to be outlined,
so each person understands
what needs to be accomplished
and what level of involvement is
necessary for a mentor program
to be successful.
Even in the case of a casual mentoring
program, there should be
established guidelines, so each
person understands the parameters
and boundaries of the relationship.
One thing to note is not to make
the program an exercise in heavy
lifting. It should be something
both parties look forward to and
are finding value within the interactions.
Also, revisit the criteria
you initially used to develop the
mentor program and adjust as
needed. Fine tuning along the way
eliminates what doesn’t work and
provides an opportunity to insert
new ideas.
Begin by looking around your
workplace and note the people
who are there. Who’s a great
53

54
“Though putting
a price on the results
of mentoring
is tough, the value
a mentoring program
can bring is
priceless.“

COMPANIES THAT HAVE MENTORING
PROGRAMS ARE INVESTING IN THEIR
GREATEST CAPITAL ASSET:
THE EMPLOYEES
communicator? A great collaborator?
A team player? These
are likely candidates for both the
mentor and mentee roles and
should be the people most heavily
involved in its development, but
not the only people who oversee
it and have access to it.
More passive or introverted people
may be the people who need
a mentoring program the most,
so let’s not exclude them from the
conversation.
Also, don’t assume that only new
talent is prime for being a mentee;
anyone of any age should
have access to a mentor if they
so choose. This opens the door
for guidance and support to be
offered without exclusion based
on age.
Further, mentoring can take
place with leadership mentoring
to direct reports or peers mentoring
peers. The most important
consideration above all is whether
or not the people involved possess
the necessary qualities and
interest, and will put in the time to
give and get mentoring.
Is it costly?
Companies that have mentoring
programs are investing in their
greatest capital asset: the employees.
Budget concerns will always be
top of mind for the leadership in
any organization, so when presenting
reasons to leadership
for why a mentoring program
is needed within your company,
you’ll need to put forward compelling
reasons that are usually
tied to financial results.
Though putting a price on the results
of mentoring is tough, the
value a mentoring program can
bring is priceless. When you’re
able to qualify the data associated
with outcomes tied to revenue,
you will gain better traction and
leadership buy-in which is necessary
to ensure the program is
55

taken seriously. Include numbers that directly hit
the bottom line:
-- time-to-fill for open positions
-- the cost of employee turnover
-- the cost of hiring externally versus internal promotions
-- employee satisfaction and how this spills over to
customer satisfaction which spills over to sales
-- the direct monetary correlation between productivity
and disengaged employees
Whether the mentoring is a formal or informal program,
employees recognize it as an extension of
learning and development, which is becoming an increasingly
important factor is someone’s decision
to accept a new job or stay in the current one. For
example, Gallup revealed that 59% of job-seeking
Millennials take access to learning opportunities
into account when considering a company for potential
employment. This evaluation can negatively
impact the employer brand in addition to creating
a delay in filling open positions which has a direct
correlation to revenue.
“IN MY EXPERIENCE, A MENTOR
IS SOMEONE WHO I CAN GET
GOOD GUIDANCE FROM BASED
ON THEIR EXPERIENCE AND
THEIR KNOWLEDGE. I THINK IT IS
CRITICAL AS WE THINK ABOUT
WOMEN IN LEADERSHIP AND
HOW TO ACCELERATE PUTTING
THE RIGHT PEOPLE IN KEY
ROLES, REGARDLESS OF GENDER,
THAT THE CONVERSATION
INCLUDES BOTH MEN AND
WOMEN, ESPECIALLY THOSE IN
LEADERSHIP POSITIONS TODAY
BECAUSE THEY WILL BE THE ONES
TO MAKE THE CHANGES HAPPEN
THE MOST QUICKLY.”
DRU ARMSTRONG | CEO
GRACEHILL, INC
NETWORKING & SHARING AT THE MULTIFAMILY
LEADERSHIP SUMMIT- VIP EXPERIENCE
56

57

MELISSA D. WHITE
I’ve been in the Multifamily industry since 2004. I
took a detour on my way to law school and landed
my first leasing job out of college when I started
with SALES, Inc. in 2004. It was an unconventional
way to start as a National Leasing Expert, and I’ve
had the amazing opportunity to lease and facilitate
lease ups and rehab assets in several markets
nationwide. In my 15 years, this industry has
brought me great joy in serving with companies
such as First Communities, Maxima Investments,
GFI Management and Balfour Beatty.
The Multifamily industry led me to discover my
passion for sales, marketing and training. I am
now the CEO & Principal Consultant of The Activation
Hour, LLC, a Coaching & Consulting Agency for
sales, marketing, media and training to Multifamily,
Nonprofit, Corporate and Civic organizations.
I’m also the Founder of Writing Our Wrongs, Inc. a
501c3 on a mission to activate youth to write and
speak for anti-bullying and social justice.
# WEAREMULTIFAMILY
N E T W O R K . L E A R N . S H A R E . M E N T O R . S U P P O R T . R E L A T E . E N C O U R A G E
“ “ “
BETSY KIRKPATRICK
I’m from Charlotte, NC and I work for BG
Multifamily as a National Account Executive.
I am actively involved on a local,
state, and national level and participate in
committees in each. I am the secretary of
my products and services council and extremely
involved and vocal in government
affairs and PAC.
STEPHANIE WALTON
ANDERSON
I started in leasing and I have held a multitude
of roles both ranging from Leasing
to Director. Two months ago I took a leap
of faith to join the non-profit segment. This
is my opportunity to truly give back to the
apartment Industry and focus my love of
Operations into member education and involvement.
REBECCA MIGNERY
I am a community manager. I’ve been active
in the multifamily industry for a little
over 6 years, primarily in the Tax Credit
side. I am a recent graduate of the C.A.M.
certification course. I am on the Outreach
and Green committee with our local apartment
association. Outside our multifamily
home I volunteer with the local U.S.O. and
JDRF.
58

AMY WILLIAMS
I have had the good fortune of over 22 years in
Multifamily Real Estate and Brokerage in the Pacific
Northwest. I began my career like many of
you, by chance and have had wonderful opportunities
created through the passion for what we do,
build communities and help people. I could speak
to all of the great companies and real estate I
have touched over the years, however, my biggest
joy is participating in the growth of other professionals
careers and helping young professionals
find their way to success.
Success looks different to all of us and after
reading many of the #intro’s for this group, I am
looking forward to celebrating the success and
learning the stories of the women in the group.
After spending some time reviewing #MultifamilyWomen
I am excited to participate in this great
resource for professional women in our industry.
THE MULTIFAMILY WOMEN’S
FACEBOOK GROUP IS A PLACE FOR
SUPPORT, NETWORKING, AND SHARING
Get to know the
women making an
impact in Multifamily
WITH OVER
1,300 NEW
MEMBERS IN
LESS THAN
30 DAYS, THE
MULTIFAMILY
WOMEN’S
FACEBOOK
GROUP IS
MAKING A BIG
IMPACT
NATALIE ROSS
I am currently the Regional Marketing Manager
over New Development for Cortland. I’ve been in
the apartment industry since I was 19, starting
out in Charlotte, NC as a part-time leasing consultant
and working my way up to Property Manager.
I decided in 2017 to follow my dreams of
marketing to Atlanta and the rest is history.
Multi-Family is in my blood with both parents being
in the industry longer than I have been alive. I
couldn’t imagine any other career then the one I
have now. I am so grateful for the amazing women
that worked with me and on me to help me become
the career-driven woman I am today, especially
my mother. I’m so excited to be a part of this amazing
group of women!
59

MultifamilyWomen
#WEAREMULTIFAMILY
LEAH LOVE ORSBON
I started my consulting business 5 years
ago. I am a consultant for all things property
management. I have over 17 years of experience
in both conventional and student
housing. My most recent project is my new
podcast, The Leasing Leah podcast, which
is industry related and I interview someone
from the Multifamily industry each week.
I am very happy to be a part of the group!
TASHA PAMA
I started in the business when I was 21 as
Leasing Specialist. I immediately loved it
and knew that this was what I wanted to
do with my life. I had amazing role models
and got my NALP certification which introduced
me to so many phenomenal people.
I’ve now been in the business a total of 10
years and have never been happier. I truly
love this job, the people in it, those that I
get to meet and those that I will meet in the
future.
LINDSAY KABLER PEASE
My love for our industry began 22 years
ago when I was offered my first real job as
a Leasing Consultant (at the tender age of
8

M U L T I F A M I L Y W O M E N . C O M
“I BELIEVE IN MENTORING
THE NEXT GENERATION OF
WOMEN IN OUR INDUSTRY.”
KIM BREWER CROSS
I started in Multifamily in 1990 with Lincoln
Property Company on the IT side of our clients with all of their software
8pm Monday thru Friday to assist
the industry. Thru the years I have been issues. Multifamily has supported me
an IT Director at property management thru all my life changes. Helped me
companies. I am a certified Yardi Consultant.
A Certified RealPage Consultant. I was gle mom. It gave me a career that I
care for my three children as a sin-
a VP at Entrata over the consulting team. am passionate about. It provided me
I have had my own company since March with life long friendships. Attending
1, 2013, Kim Senn Consulting. We are 16 conferences is not only for business
members strong. We do implementations, but to hug the necks of friends I have
training, support, and data conversions had for 30 years. I hope to be a mentor
and of service.
for most major software platforms. The
outsource help desk solution runs 8am-
I started in the business when I was
12 years old, putting newsletters
on apartment community doors. Officially,
I got my start as a leasing
consultant in Tulsa, OK. I now happily
reside in Southern California. My focus
on the corporate side of the business
as my career progressed was
in marketing and training. Today I am
VALERIE SARGENT
president of Yvette Poole & Associates,
a company my business partner
and I formed in 2005.
DEBBY HIXSON EURE
I am honored to be part of this group of
overachieving women! I started in Property
Management on April 1, 1975. That’s
right...April Fool’s Day. I was a Junior in
College at Christopher Newport in Newport
News, VA. I had to know everything
the Manager knew. In July 1976 I moved to
Richmond, VA to be an Assistant Manager
of a 683-unit community in the West End
called London Towne. I became a Property
Manager in 1977. Fast forward to 1999
when I became the Director of Training,
Marketing and Recruitment for Artcraft
Management in Richmond. I later became
a Regional Property Manager for them
and in 2007, became a Property Manager
again with a fabulous company, Drucker
+ Falk. Along the way, I have been able
to share experiences with CAM students,
NALP students and various other PM folks,
which is my passion. I have even taught
Spanish to PM professionals! So, I have
been able to “teach/share” throughout
these many years! The most awesome experiences
for me have been working with
on-site teams. I have been at Colonial Pines
since April 2007. It is a pleasure to come
to work every day. My career has spanned
almost 44 years!
61

Voicceee of an Angeeel...
Thheee
Heeeart of a Warrior!
Thheee
Roseeeveeelt Rawls
-
Youthh Ambassador
Chhildhheeelp®
www.RoseeeveeeltSings.ccom
ROSEVELT RAWLS: THE VOICE OF AN ANGEL...THE HEART OF A WARRIOR!
Jane Seymore, Betty White, John Stamos, Cheryl Ladd, Kathy Lee Gifford, John O’Hurley, Michael Douglas
and many more are “Celebrity Ambassadors” for one of the largest non-profit organizations in the world.
Childhelp founders, Yvonne Fedderson and Sara O’Meara, personally extended an invitation to Rosevelt to
be a Childhelp Youth Ambassador.
Mission Statement: Childhelp exists to meet the physical, emotional, educational, and spiritual needs of
abused, neglected and at-risk children. We focus our efforts on advocacy, prevention, intervention, treatment
and community outreach. (from www.childhelp.org)
As Youth Ambassador, Rosevelt hopes to align her talents with Childhelp to bring a greater awareness to
those who can help – and bring more hope to those who need help. Her heart is saddened that kids her
age and younger are abused, abandoned and mistreated. Rosevelt can’t imagine any reason, excuse or
justification that would give permission to anyone to mistreat a child in any way.
Rosevelt is only 11 and though she may not be not very big, she can use her incredible voice to speak (&
sing) to people who will listen, and she’s prayerful that those who are in a position to contribute, will step
up and step in. Rosevelt hopes that you’ll join her in speaking with a loud voice that abuse and neglect have
no place in this world!
100% of the proceeds from Rosevelt’s CDs and downloads will directly benefit the kids at Childhelp.
“Thank you Yvonne and Sara, and all the hearts at Childhelp for this assignment. You’ve used your voice
for 60 years. I hope to do you proud as the next generation’s voice. For my 12th birthday this year, I’m challenging
everyone to take #RoseveltsChallenge.” - Rosevelt Rawls
– Click HERE to find out more about Rosevelt’s Challenge and to participate.
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63

MULTIFAMILY
L E A D E R S H I P S U M M I T
TECHNOLOGY LEADERSHIP
INNOVATION
MultifamilyLeadership.com