Servio gets in front of owners and boards from day one through four sources of meetings.

• Warm feeders: commercial insurance brokers, roofers and mitigation contractors, condo association attorneys, bridge lenders and special servicers, commercial mortgage brokers, CAM firms and engineers of record. Each already knows owners with a problem.
• Record signals: insurance settlements and appraisal awards, construction-defect notices and lawsuits, lien suits, association loans, and reserve studies and structural inspection reports.
• Size band: 150–350+ unit anchors, plus 75–250 unit properties that large firms often underserve.
• 90-day takeover, as a process: rent roll and lease audit, delinquency follow-up, unit-turn review, vendor re-bids, and a separate review of open storm or water losses. Management and any public-adjuster work stay separate engagements, and no claim outcome is promised.

• With: the decision-maker at each mapped property.
• First 30 to 60 days: send 10 property-specific audits, which feed the first 10 owner meetings. This is planning pace.
• Warm intro: a one-page brief on their building that covers utility recovery, insurance cost, property tax and possible covered repairs.
• Why it works: a claims background: years walking storm and water losses, auditing repair estimates and reviewing policies, plus ties to the contractors, adjusters and attorneys who do this work. That finds costs other managers miss.

• With: multifamily brokers (CBRE, JLL, Marcus & Millichap, Berkadia), lenders and special servicers, commercial insurance producers, association and property-damage attorneys, roofers and restoration contractors.
• First 30 to 60 days: meet 20 desk contacts, about 5 in each group. This is planning pace.
• Warm intro: a buyer pro forma or a tax and insurance review turned around in 48 hours. They send owners in return.
• Associations: NMHC, NAA, IREM, AAGNO and CAI, to reach owners with several properties.
• Why it works: these contacts see loan maturities, renewals, unresolved claims and lawsuits before anyone else.

• With: HOA and condo board presidents and treasurers, ownership principals, workout lenders. Names come from public filings, association records and court dockets only.
• First 30 to 60 days: map every 150–350+ unit property near Servio, then contact the decision-makers behind the 30 strongest leads. The 30 is planning pace.
• Warm intro: a maturing loan, a workout, a lawsuit, unpaid taxes or a 10–15+ year roof-permit gap gives a specific reason to call. The building is the introduction.
• Sources: HUD/FHA, Fannie Mae, Freddie Mac, commercial mortgage-backed securities (CMBS) and bank loan records; tax rolls; permits; court dockets; budgets, trailing 12-month operating statements and policies from authorized parties.
• Why it works: that's how Buckingham was found. Public filings showed a 1,796-unit portfolio with $145M in original loans, $2,058,500 in alleged unpaid 2024 taxes and a receiver appointed in December 2025.

• With: founders of independent third-party management firms in our markets, named after research; owners and brokers they already work with.
• First 30 to 60 days: identify and contact 10 founders. This is planning pace.
• Warm intro: the founder introduces Servio to every owner in their book. We pay out of retained fee revenue over 18–36 months, so the founder has a reason to keep those owners.
• Why it works: a firm with 500–2,500 doors brings years of relationships on day one.

As a licensed public insurance adjuster, I bring years of experience challenging underpaid claims, auditing repair estimates, and reviewing policies. That gives me another way to open doors with owners and boards facing insurance costs and unresolved storm or water damage. Many associations have unresolved storm or water damage, or are already in a lawsuit. Metairie Towers is one: a 2023 federal order sent its dispute back to state court.

I handle the claim work myself, and I will be licensed wherever it's needed. I review the policy, the carrier estimate, the contractor scope, prior payments and invoices, and separate sudden loss from maintenance. A recovery can fund repairs without a special assessment, and the dispute gives Servio a reason to talk to the board.

I prepare the property and loss information licensed insurance producers need to get competing quotes on equivalent coverage. The board sees today's premium next to the alternative. Roof and loss records can also improve the quotes.

A hard renewal is a good reason to call and a good question for the first meeting. I don't lead with it.

Across Greater New Orleans, Charlotte and Texas, a 10–15+ year gap in searchable roof permits can justify a closer look. It does not establish that no work occurred or that storm damage is covered.

• The check: parcel and address variants, older or alternate records, roof age, inspections and repair history.
• Review 1: repair costs that warrant a claim-scope audit.
• Review 2: roof and loss information that may improve insurance quotes.
• Review 3: code work tied to a potentially covered repair.

A permit gap is a research lead. The property's actual condition and status get verified before any outreach.

Benefits are before implementation costs. The fee stays the same in both columns; subtracting it again would double-count it. Every With Servio figure is illustrative. Each owner table shows its assumptions, implementation costs and the difference between recurring savings and one-time relief.

The offer leads with the owner's operating problem, not a lower fee. "Active Management Services" bundles four reviews into it. A management fee match is the starting assumption; the full service then shows its value.

• Insurance and repair review: covered losses and estimate gaps that cut the owner's out-of-pocket repair cost.
• Insurance policy cost: renewal terms and competing quotes through licensed producers.
• Property tax: an income-based valuation review and, where justified, an assessment challenge.
• Servio operations: utility recovery, staffing, vendors, maintenance and collections.
• Records first: ownership, loan maturities, assessments and permits from commercial data services and public filings, then budgets, trailing 12-month operating statements and insurance documents from authorized parties. A trailing 12-month statement and a budget serve different purposes, so both are requested.

A May 21, 2025 lender complaint describes three properties: Buckingham (563 units), Callington (604) and Carlyle (629). It cites $60,000,000 and $85,000,000 in original loan principal and alleges $2,058,500 in unpaid 2024 property taxes. A receiver was appointed December 23, 2025, and an operating report was filed May 20, 2026. These are dated allegations and docket entries; current sale status and authority to award management require verification.

In the receiver's 2026 budget, bill-backs recover 44.3%: $1,219,485 in resident reimbursements against $2,749,737 in utility and trash expense. My scenario cuts utilities to $2,337,276 and raises bill-backs to about 80% of that, which drives most of the +$1,890,870/yr scenario from my plan in the table above. 80% is a scenario assumption, not an industry standard; leak remediation, billing rights, lease terms and actual collections must support it.

Insurance, taxes and staffing: competing quotes on comparable coverage, an income-based assessment review using collections, vacancy and condition, and shared staffing tested against actual service needs. The reductions are planning assumptions, not completed savings.

Repair and turnaround scenario. Possible mixed benefits with different timing, not a recurring insurance payment.

Sources: lender complaint, No. 2:25-cv-00789-JHE (May 21, 2025), and receiver's operating report, No. 2:25-cv-02136-GMB, ECF 49-1 (May 20, 2026).

• Water intrusion & plumbing ($834,169 in the 2026 budget): $692,521 for interior common-area repairs and $141,648 for plumbing. Sudden water or storm damage is separated from ongoing leaks, maintenance and unrelated improvements, then reconciled against the policy, carrier estimate, contractor scope, prior payments and invoices.
• Storm roofs, exterior envelope & code work ($995,114 in the 2026 budget): $563,000 exterior, $62,500 roof, $27,000 doors and windows, $236,200 structural, $81,164 electrical and $25,250 fire and life safety. Loss dates, affected buildings, cause of damage and code requirements get verified. Any ordinance-or-law benefit depends on the actual policy and a covered loss; no policy limit, deductible or coverage determination is assumed.
• A receiver- or lender-ready turnaround plan: the $2,000,000 in possible mixed benefits splits into $1,415,000 insurance review, $500,000 unit-turn and rehab scope review and $85,000 vendor reductions. These are illustrative outcomes, not confirmed recoveries or an annual insurance payment. Repair priorities, funding sources, timing and implementation costs are presented separately, with appropriately licensed local professionals.

Inputs are line items from the receiver's 2026 annual budget, not incurred costs. Unit turns and rehab combine $655,856 in budgeted unit turns with $900,000 in budgeted building improvements. The insurance policy has not been reviewed.

My partners and I bought Casa Bluebird, a 32-unit multifamily property, for $1.15M in May 2020. I took over operations, turned it around and sold it on 9/7/2021 for $2,537,000. That's a 120.61% gain on the purchase price, and it's why I read a budget the way an owner does.

Targets combine loan maturities, watchlists, workouts, litigation, permit questions and proximity to Servio's operations. Then the owner or board, current operating pressure, actual records and who can authorize a change get confirmed. These are research candidates, not confirmed available management assignments.

• The Saratoga Building, 212 Loyola Ave, New Orleans: 155 units across 15 stories, per its current rental listing. Verify ownership, rental model, STR permit status, loan terms and management arrangement. Review roof records, insurance costs and operating fit with nearby Servio properties, and validate staffing economics.
• Metairie Towers, 401 Metairie Rd: a 2023 federal order remanded the dispute to state court. Confirm board authority, repair scope, insurance status, vendor costs and management needs.
• Parc Fontaine Apartments, 3201 Rue Parc Fontaine, New Orleans: bought for $34M in Aug 2026 by an out-of-state nonprofit that plans roof and structural repairs. Confirm whether a manager has been hired; the operating and repair comparisons in sections 04 and 05 frame the document requests.
• Loan-maturity and zero-roof-permit targets: 150–350+ unit regional hub clusters in Charlotte, Greater New Orleans and Texas. Build a property brief, obtain available trailing 12-month statements and policy records, and meet authorized board officers or principals.

Sources: Saratoga Apartments rental listing (Apartments.com, Oct 2026); E.D. La. 2:23-cv-01845, ECF 49 (Aug 25, 2023); FOX 8 (Aug 17, 2026).

1. 1

   Days 1 to 30

   Get the lay of the land and organize everything properly

   • Start mapping every 150 to 350+ unit property near Servio.
   • Confirm ownership, the board and who can approve a change before outreach.
   • Organize the referral desk: brokers, lenders and special servicers, insurance producers and attorneys.
   • Identify founders of independent third-party management firms in our markets.
2. 2

   Days 31 to 60

   Finish organizing, owner meetings and first proposals

   • Finish the target map.
   • Send 10 property audits by day 60.
   • Meet 20 brokers, lenders, producers and attorneys by day 60.
   • Contact the 30 strongest building leads by day 60.
   • Contact 10 management firm founders by day 60.
   • Hold 10 owner meetings by day 60.
   • Hold 15 more owner and board meetings (25 total by day 60).
   • Send 5 proposals, each reviewed with Servio operations first.
   • Follow up on every audit sent.
3. 3

   Days 61 to 90

   More meetings and the first contract

   • Hold 15 owner and board meetings (40 total).
   • Send 8 proposals (13 total).
   • Target the first signed management contract.

The 40 meetings by day 90 comes from my proposal funnel. The other counts and the split across the three phases are planning pace.

Totals come from my proposal: 150 meetings, 48 proposals, 5 to 8 contracts at about 150 units each. The quarterly split and the November start are planning pace.

• The gap: I don't have long personal relationships with the owners and board members in Greater New Orleans, Charlotte and Texas.
• What a relationship does: It gets a call returned and a meeting scheduled.
• When there is no problem: If a building is running well, knowing the board won't get a manager changed.
• When there is a real problem: A nonrenewal, a special assessment, a failed inspection or an underpaid claim gives the board a reason to meet. A stranger with the right numbers for their building gets that meeting.
• The plan: I target need first, then build the relationship in the meeting. The four sources are in Owner meetings without a Rolodex.

• Not done yet: I haven't held the VP of Business Development title at a management company.
• Insurance work: I'm a licensed public insurance adjuster with years of experience on underpaid claims, repair estimates and policy reviews.
• Building analysis: The Buckingham case study on this page shows how I build a budget and repair case from public filings.
• Building programs: turning a concept into an offer, a sales process and execution. Ryan and Preston have seen this work firsthand; the same approach builds Servio's origination pipeline.
• Research and follow-up systems: built to identify prospects, reach decision-makers and keep a consistent pipeline. The value is reaching the right owner with a relevant, property-specific reason to talk.
• Casa Bluebird: my partners and I bought it for $1.15M in May 2020 and sold it for $2,537,000 in September 2021.
• The plan: My Oct 20 proposal already lays out the targets, the funnel and the offer.

• The problem: Premiums rise sharply or the carrier declines to renew, and the board has weeks to find coverage.
• How others handle it: The manager usually forwards the renewal to the association's agent and the board accepts the best quote that comes back.
• How I would handle it: I prepare the property and loss records early so licensed producers can quote equivalent coverage, and I show the board the current premium next to the alternatives.

• The problem: Deferred repairs and underfunded reserves lead to a special assessment that owners resist.
• How others handle it: The board commissions a reserve study and votes on an assessment or a loan.
• How I would handle it: I separate repairs that may be covered by insurance from maintenance, review repair scopes and costs, and show the board what is left to fund before anyone votes.

• The problem: An association has storm or water damage, and the claim payment does not cover the repair.
• How others handle it: The board accepts the carrier's estimate or hires outside help on its own.
• How I would handle it: As a licensed public insurance adjuster, I bring years of experience challenging underpaid claims, auditing repair estimates, and reviewing policies. That gives me another way to open doors with owners and boards facing insurance costs and unresolved storm or water damage. I handle the claim work myself, and I will be licensed wherever it's needed.

• The problem: Work orders sit open, unit turns take weeks and residents complain to the board.
• How others handle it: Managers add staff when budgets allow or rely on the vendors already under contract.
• How I would handle it: I review turn times and open work orders in the first meeting, and Servio's regional staffing and vendor re-bids go into the side-by-side savings table.

• The problem: Owners and boards find charges for items they expected the management fee to cover.
• How others handle it: Many management agreements list separate charges for added services.
• How I would handle it: I start with a management fee match and show every cost in the side-by-side table, so the board compares the full cost.

• The problem: A 150-unit building or a volunteer board gets less attention than the firm's largest clients.
• How others handle it: Large firms assign a portfolio manager who covers many properties.
• How I would handle it: I target 150 to 350+ unit buildings near Servio's existing operations, so each one matters to Servio and shares regional staff.

When an exhausted owner or a lender in limbo wants an off-market exit, I bring it to Ryan and Preston before anyone else. Where repairs are the problem, the insurance work can fund the turnaround without new equity. You already know how I handle high-dollar buyers, complex structures and 1031 purchasers from our prior work together.