Building a strong partnership between an estate manager and an owner's rep with Director of Properties LeRoy Walters and Curated Owner Nate Wissink

and just to piggyback off of that what communication practices do you think are most effective between a company like yours and an estate manager or a representative of the family including the one-offs having lunch and talking about more personal things is there a weekly basis is there some one community one channel of communication better than another what have you seen

We often try to understand what is, you know, going back to my quote originally, as Scott is in the details, understanding what each person on the team needs as it relates to communication and what their communication style is.

For Leroy, text messages.

So Leroy and I text a lot.

That's a big deal for him.

For other people on the team, it's not text messages.

They aren't technology people.

So it's a matter of finding out what each team member resonates with and then communicating in that style to them.

Collectively, we have OAC meetings every other week where we go through an agenda that we curate on our end, solicit input from different team members, and navigate the uh as part of the call and then from that use that to assign responsibilities and make sure that the team members have what they need to be supported to accomplish what needs to happen over the coming two weeks so communication for us is individualized but it's also collective as well

leroy from your perspective what do you think makes this relationship work so well where does your role kind of start and end and how do you work with nate in a way that's really complimentary

Yeah, I think my role starts with is, you know, I deal with the principles every day, you know, from sunrise to sunset.

So, you know, I feel like I'm able to make a decent amount of decisions for them, but I, I'm a great liaison between, you know, um, the curated team and the principals because they can't deal with the, the daily minutia aspect of the project where I am able to help move it along a decent amount, but then obviously the vital input, um, that they need to provide at that particular moment, um, is, you know is available when needed um just like you know it's very similar with like daily minutiae operations of the actual estate.

The principals, that's why they hire us to get the down and gritty done all the time and efficient.

And it translates into this particular project where we have our weekly and biweekly OAC meetings.

And then I would say we Quarterly is when the principals join to give their vital input when we need to make big decisions on the project.

And when making those big decisions, how do you balance the principal's vision with the realities of budget and timeline and how they're going to execute the actual project? Oftentimes they want things done

sooner

than they can actually be done.

Yeah.

Yeah, yeah, exactly.

I think, fortunately, this family is multi-generational and so they're fourth and fifth generation.

So they're used to having help around and understanding the flow and my position.

It's not a new role.

It's expanded quite a bit because of this project, but I look at a cartoon character and I think of myself as Eeyore when it comes to the project.

I'm the one who always