Property Manager
Resume:
Hampton, GA *****
770-***-**** Home
770-***-**** Cell
*********@***.***
Jeffrey W. Kent
Confidential Resume
PROFESSIONAL:
Member - Atlanta Apartment Association
Apartment Association Sponsored Courses: Leasing and Legal Seminars, Fair
Housing, Quality Control, Customer Satisfaction, Budget Control, Advertising
and Promotional Techniques, the One-Minute Manager.
COMPUTER SKILLS:
Microsoft Office (Word, Excel), Yardi, Rent Roll, One-Site, AMSI, SAVI, PEAK
Experienced in Conventional Class A++, B & C, Affordable housing & Section
8.
Experienced in Mid Rise and Commercial
EXPERIENCE:
01/14 to Current
Colony American Homes
Property Manager
Responsible for the total performance of 619 homes.
Increased occupancy from 48% to70% and held.
Delinquents down to less than 6%.
Analyze the structure and current trends in each of the market areas.
Provide innovative solutions to problems and projects.
Improved maintenance and resident service.
05/10 to 10/13
Lyon Communities
Property Director
Responsible for the total performance of 592 units.
Conventional class B+.
Increased occupancy from 89% to 95% and held for 3 years.
Increased NOI by 39%.
Delinquents less than 1%.
Analyze the structure and current trends in each of the market areas.
Provide innovative solutions to problems and projects.
Create and implement the annual business plan and budgets based on $300 per
unit for operating & capital expenses.
Improved maintenance and resident service.
07/08 to 4/10
Hammond Residential Group, Inc., Atlanta, GA
Regional Manager
Responsible for the total performance of a portfolio, consisting of 8 properties in
Georgia totaling 2300+ units.
Conventional class A, B, C, Tax Credit & Section 8.
Delegate and direct Property Managers.
Increased occupancy % and rents on all properties in the portfolio.
Create and submit annual budgets to owners based on $300 per unit for operating
& capital expenses.
Provide innovative solutions to problems and projects.
Obtain competitive bids and negotiate contracts.
Analyze the structure and current trends in each of the market areas.
Performed Due Diligence for takeover of new acquisitions.
01/07 to 03/08
EMPIRIAN Property Management, Inc., Atlanta, GA
District Manager
Responsible for the total performance of a portfolio, which consists of 8
properties in 5 states, total of 2596 units, class A, B & C.
Conventional class A+, B, C & Section 8.
Delegate and direct Property Managers.
Increased occupancy % and rents on all properties in the portfolio.
Create and implement the annual business plan and budgets based on $300 per
unit for operating & capital expenses.
Provide innovative solutions to problems and projects.
Obtain competitive bids and negotiate contracts.
Analyze the structure and current trends in each of the market areas.
Jeffrey William Kent
Page 3
Performed Due Diligence for takeover of new acquisitions.
2/06 to 12/06
WILKINSON GROUP, Atlanta, GA
Regional Manager (Georgia Portfolio)
Responsible for the total performance of a portfolio, which consists of 9
properties and 1771 units, class B-C.
Conventional class B, C & Section 8.
Direct reporting through corporate.
Increased occupancy % and rents on all properties in the portfolio.
Delegate and direct Property Managers.
Create and implement the annual business plan and budgets based on $280 per
unit for operating & capital improvements.
Provide innovative solutions to problems and projects.
Obtain competitive bids and negotiate contracts.
Analyze the structure and current trends in each of the market areas.
5/03 to 2/06
EXECUTIVE AFFILIATES, INC., Atlanta, GA
Regional Manager
Performed due diligence for new acquisitions, growing the portfolio from one
property with 661 units, to 8 properties and 1986 units (Class A
Conventional Class A++
Prepare and submit annual budgets to Vice President of Operations based on
$500 per unit for operational and capital improvements.
Coordinate property manager conferences.
Handle property tax.
Manage take over of new acquisitions.
8/94 to 5/03
CARTER-HASTON REAL ESTATE SERVICES, INC., Atlanta, GA
Regional Manager
Company had 3 properties when employment began. Started managing one
property with 216 units, and increased the portfolio to six properties with
1200 units.
Conventional class B, C & Section 8.
Managed complete renovation of five communities, two of which were total
turnovers, totaling over $9.2M.
Prepared and submitted annual budgets to owners based upon $300 per unit for
operating and capital improvements.
Attended annual investor meetings with owners.
Coordinated annual employee conferences.
Handled property tax appeals.
Managed take over of new acquisitions.
Regional Manager of the Year
Budget Control Award
Delinquency Award
Occupancy Award
The Wilbur Sensing Award
1989 to 1994
GULF COAST MANAGEMENT, INC., Atlanta, GA and Houston, TX
General Manager/Property Supervisor
Started with Gulf Coast managing two properties with 300 units, and increased
the portfolio to six properties with 970 residential units plus 61 office suites.
Conventional class A, B, C & Section 8. Started with Tax credit upon my
departure. Direct reporting through corporate.
Increased occupancy rate to 94%.
Reduced delinquency rate to less than 1%.
Manages a total of 35 employees in the maintenance and management of the
properties.
Significantly improved the profitability of the properties.
Improved a cost effective preventative maintenance program.
Successfully handled all legal matters for the company.
Implemented a back taxes repayment plan, which was quickly approve by all tax
authorities.
Transferred to Atlanta area to set up new office for the company.
Prepared annual budgets for all properties and submitted to owner based on $250
per unit for operating and capital improvements.
1987-1989
SANDALWOOD MANAGEMENT, Houston, TX
Executive Manager/Business Manager
Supervised 30 employees on a 1700 unit apartment community.
Conventional class A, B, C & Section 8.
Increased occupancy rate from 78% to 92%.
Delinquency rate plummeted from 6% to less than 2% in a very short time frame.
Jeffrey William Kent
Page 5
Handled approximately 44 evictions per month in the clean up of the property.
Reduced expenditures through more careful budgeting.
Improved maintenance and resident service.
Enforced community policies that helped curb appeal.
Handled all safety meeting and requirements, and ensured conformance to OSHA
regulations.
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