Brian Martin

To have an opportunity to develop and lead a top producing team for a growing property management company in the Indianapolis market.

Direct operations on a 460 unit community. Responsible for a staff of 12 employees. Responsibilities include monthly owners reports, resident relations, staff training, and weekly reporting. Oversaw a major increase in occupancy, while reducing concessions from an average of $30,000 per month to $6,000 in 12 months. Worked closely with maintenance team to troubleshoot and improve turn over process and reduced common area expense. Work with maintenance team to develop quicker response time for all work orders, and to implement and complete a complete preventative maintenance project for the property.

Direct operations on a 424 unit community. Responsible for a staff of 8 employees. Responsibilities include monthly variance reports, resident relations, staff training, and weekly reporting. Oversaw a major decrease in outstanding payables, reducing open invoices by $80,000 in 12 months. Worked closely with maintenance team to troubleshoot and improve turn over process and reduced common area expense. Increased property outreach to include Clarion events and IUPUI students.

Direct operations on a 510 unit community. Responsible for a staff of 11 employees. Responsibilities include monthly variance reports, resident relations, staff training, and weekly reporting. Oversaw a major decrease in support calls for the in-house cable and internet services program. Worked closely with maintenance team to troubleshoot and improve cable and internet service to the residents.

Directed operations on a 300 unit community located in the Indianapolis sub-market of Fishers. I directed a $500,000 dollar capital improvement project in 1998, which included landscaping, adding a playground, and painting of the entire property. Hired, trained, and led a high performing staff that won a national AMLI leasing contest in spring of 1999. Responsibilities included revenue and expense budget, vendor negotiations, vendor oversight, renewal pricing, market surveys, payroll and bonus approvals, and variance reporting. The community is in the process of completing a 1 million dollar siding project at the property. During 2004 and most of 2005, was acting manager of AMLI @ Castle Creek, an additional 274 unit community.

Directed operations on a 274 unit new class "A" property located in the Castleton area of Indianapolis. Completed the initial lease-up phase for the property and took the property to stabilization. Directed a staff that was highly recognized for customer service and leasing abilities. The property was able to maintain a high occupancy under very soft market conditions. Responsibilities included revenue and expense budget, vendor negotiations, vendor oversight, renewal and market rate pricing, staff supervision, payroll and bonus approval, and variance reporting. During the final 18 months as manager of this property, was also managing AMLI @ Conner Farms, an additional 300 unit community.

Directed Operations in a 254 unit community. Responsible for a 1 Million dollar rehab project that included controlled entries, new siding, new carpet for interior hallways, and a new common area and models. Increased average rent by 5% and occupancy by 5% in the first 12 months. Awarded most improved property and best new manager at the end of the first year.

In 2001, I participated in AMLI Residential national search for new Property Management computer software. The first step involved a group meeting in Atlanta for presentations from 7 different top vendors. Group meeting reduced participants to a final 3 companies, in which testing, demonstrations, and web conferences were utilized to finalize on a program that would provide benefits for all departments in AMLI Residential.

In 2004, I participated in the AMLImart Insiders for the Indianapolis region. One of the main responsibilities was to be the main contact for office personal in the Indianapolis region for AMLI's new on-line purchasing program. I was involved in working groups to develop best possible practices and procedures. The Insiders group played a role in expanding the program to include improved reports that allowed for improved expense control.

In 2008, I assisted the Harbor Group Managements help desk troubleshooting issues with Property Software and hardware will the help desk was being restaffed.

Microsoft Outlook, Excel, Word, Powerpoint, Windows, OneSite Property Management Software, AMSI Property Management Software, and MRI Property Management Software.