No boilerplate playbooks. Every recommendation is stress-tested against how affordable housing actually operates.
Three phases, one operator, and a deliverable named before each phase starts. This is how an engagement runs from the first site walk to the day the team can hold it on their own.
Three phases, one operator. Every deliverable is named before the work that produces it starts.
Diagnose. Design. Deliver.
Every engagement runs the same three phases, in the same order, and each one is finished by a named deliverable rather than a status call. The week counts below are typical, not contractual — what is fixed is the sequence. Nothing gets designed before it has been diagnosed, and nothing gets delivered before it has been designed.
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Phase 01Weeks 1–2
Diagnose
We walk the buildings, pull the files, sit with the team, and read the data. Not a questionnaire — a working diagnosis.
DeliverableFindings memo
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Phase 02Weeks 3–4
Design
Recommendations built from what we found, stress-tested against staffing, budget, residents, and regulation. If it can't survive the boiler room, it doesn't ship.
DeliverableSequenced runbook
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Phase 03Ongoing
Deliver
We stay on the ground through execution — standing meetings, agency interactions, course corrections — until the operation stands on its own.
DeliverableStabilized operation
The engagement MD-005
Typical, not contractual. Delivery closes inside a quarter on some engagements and runs through stabilization on a conversion.
One operator. The same one, the whole way through.
The person who walks your buildings is the person who writes the memo, sits in the agency meeting, and takes the call when a finding lands. There is no engagement team, no analyst layer, and nothing gets handed down.
Most firms sell you a partner and staff an associate. We do not have an associate to staff. That limits how many engagements run at once, and that is the trade: you are buying twenty-five years of judgment applied directly, not a methodology applied on its behalf.
Access, mostly.
Three things, and none of them is money. What slows a diagnosis down is almost never budget — it is waiting on a key, a login, or an hour with the person who actually knows.
- 01
The buildings.
Walked properly — boiler rooms, roofs, vacant units, the compactor closet. With a superintendent who will say what is actually wrong.
- 02
The files.
Work-order history, budget vs. actual, the rent roll, certifications, and the last three inspection reports with their responses.
- 03
An hour with the people who run it.
Not the org chart — the people who answer the phone at two in the morning.
If those are not available, we can still work. We will just be reading the same documents the last consultant read, and you already know what that produced.
Three things you won't be buying.
Three things get sold into this market often enough that it is worth saying plainly which of them this is not. None of it is a criticism of the firms that do them — it is so you can tell in a sentence whether this is the right call to be making.
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Not 01We advise
Not a broker.
We don't earn on the transaction, so our read of the asset isn't for sale.
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Not 02We fix systems
Not a body shop.
We don't rent you staff; we fix the system your staff works in.
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Not 03One portfolio
Not a training mill.
No seminar catalog. Engagements are built for one portfolio at a time — yours.
Bring us the deal, the deficiency, or the decisions you're stuck on.
Let's work it through.
Work it throughOne business day to a reply3,500+ units advised & operated25 years in NYC