Key takeaways
What property management leaders can take from Deb’s advice
- Watch for the growth plateau. Deb often sees companies stall around 400 doors, when they either need their next key hire or have hired the wrong people.
- Clarify roles and expectations. Titles should match the job, and every role needs written expectations, like how long an application should take to process.
- Don’t chase shiny software. A new platform only pays off if someone owns the change management and the team actually adopts it.
- Pick a niche. A portfolio with too many client types, or a few very demanding owners, can make it hard for a team to specialize and run efficiently.
- Plan for regulation. Deb expects more state and local rules that limit fees, so efficient operations and maintenance matter more than ever.
About the guest
DN
Deb Newell
Founder, Real-Time Consulting Services
Deb founded Real-Time Consulting Services in 2013 to help property management companies grow, and is based in Paradise Valley, Arizona. She started flipping homes in the late 1990s, then built and ran her own property management and maintenance companies. She holds an MBA and is completing a doctorate in industrial and organizational psychology.
Episode summary
In this episode
Jared Sarbit talks with Deb Newell, founder of Real-Time Consulting Services in Arizona. Deb started flipping homes in the late 1990s, fell into managing rentals for others, and built property management and maintenance companies before launching her consulting firm in 2013.
Deb explains who she works with, why she approaches each company objectively, and what her 30-day deep dive into a business looks like. She shares a turnaround story at a company that lost 12 employees in 12 months, how another client grew revenue 30% in less than a year, and why maintenance is such a big focus.
She also covers how to choose and implement property management software, why role clarity matters, how to stand out from competitors, and the trends she sees ahead, from regulation to technology.
Chapters
- 0:00Episode preview
- 1:18Introducing Deb Newell
- 1:48From flipping homes to property management
- 3:42Starting Real-Time Consulting
- 6:00Who Deb works with
- 7:20Being bold and objective
- 10:58Why pivoting comes easily
- 12:54What sets Real-Time Consulting apart
- 16:11Turning around a company with high turnover
- 20:44A 30% revenue increase
- 22:00Maintenance as a focus
- 23:11Choosing and implementing software
- 27:50Role clarity and expectations
- 31:24How to stand out from competitors
- 34:24Trends: regulation and technology
- 37:31Book recommendations
Jump to a chapter (16)
- 0:00Episode preview
- 1:18Introducing Deb Newell
- 1:48From flipping homes to property management
- 3:42Starting Real-Time Consulting
- 6:00Who Deb works with
- 7:20Being bold and objective
- 10:58Why pivoting comes easily
- 12:54What sets Real-Time Consulting apart
- 16:11Turning around a company with high turnover
- 20:44A 30% revenue increase
- 22:00Maintenance as a focus
- 23:11Choosing and implementing software
- 27:50Role clarity and expectations
- 31:24How to stand out from competitors
- 34:24Trends: regulation and technology
- 37:31Book recommendations
From the conversation
Transcript excerpts
Really figure out your niche and stick to that.
Deb NewellPlay from 0:38
Role clarity is really important.
Deb NewellPlay from 29:47
It’s not a contactless business… tenants are real people.
Deb NewellPlay from 37:06
Need a cleaning partner who fits your processes?
We’ll walk your building with you and send a written cleaning scope and price. Free, no obligation.
Read the conversation
Full episode transcript
Show transcript
Paste the edited transcript here.
FAQ
Questions about this episode
What does a property management consultant do?
Deb Newell starts with a deep dive into the business, interviewing employees and reviewing financials, processes, and technology. She then shares what is working, what isn’t, and a road map, and often stays on as a fractional COO to help with culture, processes, tech, and growth.
When do property management companies hit a growth plateau?
Deb often sees it around 400 doors, when a company either needs to make its next key hire or has too many of the wrong people. Many of her clients are around 1,000 to 2,000 doors and looking to reach the next level.
How should property management companies choose new software?
Deb says not to sign up for something just because it is new. First make sure the business is ready, then assign someone to own the change management, training, and adoption, since software that isn’t used is wasted money.
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