Learn the businessfrom someone still doing it.
This is for people who want a career, or a company, in property management. Not a course, not a seminar: a working relationship with an operator who still signs off on maintenance calls, renewals, and hires every week across sixteen buildings in five Alberta cities.
Nobody showed me the door.I stopped pretending it was hidden.
I came into this trade with no family portfolio and no head start. A key ring, a clipboard, and a list of suites to show. Everything I know about buildings I learned by answering the call at eleven at night and turning the suite properly before the keys changed hands.
The trade is not complicated. It is closed. There is no course for the part that actually decides your career: reading a rent roll, holding a vendor to a date, telling a resident the truth when the answer is no. Most of the people teaching it left the buildings years ago.
I never left. Sixteen buildings across five Alberta cities are still mine to run, and every problem I teach from is one I am holding right now.
The best thing I manage is the bench of operators coming up behind me. Buildings do not scale a business. People do.
I will not teach you anything I am not doing this week.
Three kinds of peopleget the most out of this.
I am not trying to reach everyone. These are the three starting points where a year of one-on-ones changes the trajectory instead of decorating it.
Career changers
You want into the industry and nobody will tell you where the door is. I came in the same way: no family portfolio, no head start. We map the roles that actually exist, the skills each one pays for, and the shortest honest path to your first operations job.
Leasing and maintenance staff
You are already in a building and you want to run one. We work on the jump from doing the task to owning the outcome: reading a rent roll, running a vendor, leading a small team. That jump is learnable. Most people just never get shown it.
Small landlords
You own a few doors and run them off your phone. It works until it doesn't. We professionalize the operation: maintenance systems, renewal discipline, and budgets that hold up past four units, so the portfolio can grow without eating your life.
And who it is not for. Anyone looking for a passive-income script, a certificate, or a shortcut around the boring part. None of this works without a building, a calendar, and a year of showing up.
Simple structure.Real access.
Four commitments. That is the whole program — no modules, no upsell, no portal you stop logging into by March.
Shadow days happen in working Edmonton buildings, not a classroom.
The cohort stays small on purpose. Seats open when one comes free, and they go to whoever is ready to do the work.
- 01Every month
Monthly one-on-ones
Sixty minutes, your numbers and your questions on the table. You set the agenda from what you are actually facing that month, and we leave with a decision, not a reading list. - 02In the buildings
Walkthroughs and shadow days
In Edmonton, in working buildings. Boiler rooms, suite turnovers, resident conversations. You watch the standard being held, then you hold it yourself while I stand there. - 03Yours to keep
Real playbooks
The checklists, templates, and vendor scripts we run across sixteen buildings. Take them, adapt them, make them yours. Nothing is held back for a later tier, because there is no later tier. - 04Between sessions
Direct access
Deals, hires, and problems do not wait for a calendar invite. When something real comes up, you can reach me — that is the part that makes the monthly hour worth having.
Three pillars.The same three that run the buildings.
Nothing here is theory. Every pillar is something I run every week, taught in the order the business actually demands it.
Operations
The machine behind the promise. How work orders get triaged, how vendors get chosen and held to account, and why a 24-hour maintenance response is a process you build once, not a heroic effort you repeat forever.
- Maintenance systems
- The 24-hour promise
- Vendor management
People
Buildings do not renew leases. People do. Hiring for character, building a retention culture, and treating resident experience as the product. This is the 98% renewal playbook, taught from the inside.
- Hiring and onboarding
- Retention culture
- Resident experience
- The 98% renewal playbook
The Math
The part most people skip and every owner respects. Rent rolls you can defend, what a turnover really costs against a renewal, budgets that survive winter, and unit economics with no wishful thinking in them.
- Rent rolls
- Renewals vs. turnover cost
- Budgeting
- Honest unit economics
Tell me where you are.I will tell you if I can help.
I keep the cohort small on purpose. This only works if I know your market, your numbers, and your goals well enough to give advice I would stake a building on.
Every application is reviewed personally, and I say no more often than yes. Not because the bar is about pedigree. Because the seat should go to someone ready to do the work.
- You send itFive fields. Where you are today, and where you want to be.
- I read it myselfEvery application, personally. Expect a reply within a week.
- We talkA call before anything else. Fee is only discussed once we both know it fits.
The seat is the scarce part.Not the information.
Everything I teach is already visible in how the buildings run — the standard, the record, the renewal rate. What an application buys you is the hour a month where it is applied to your situation instead of mine.