Vice President, Transactions & Transitions

At L+M Development Partners, working together to build stronger communities is our mission. Our double bottom line philosophy means that we measure success not only in financial returns but also by the positive impacts we make in the communities we serve.

Founded in 1984, L+M is a full-service real estate development firm that develops, invests, constructs, and manages properties with industry-leading innovation in a variety of urban markets nationwide, primarily in the New York Tristate Area. Recognized as one of the top affordable housing developers in the country, L+M and its affiliate companies are responsible for approximately $20 billion in development and investment, and combined have over 57,000 high-quality residential units in construction or that have been acquired, preserved, or completed.

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Position Summary

The Vice President, Transactions & Transitions is responsible for leading the cross-functional execution of real estate transactions and asset transitions across the enterprise.

The position serves as the central coordination point for capital events, ownership and portfolio changes, property management transitions, and other significant events that require coordinated action across multiple business lines and corporate departments.

The VP ensures that transactions and transitions move from decision through closing, implementation, and operational stabilization in a disciplined and consistent manner. The role establishes governance, timelines, accountability, readiness standards, and handoffs while ensuring that business owners and functional leaders remain accountable for the substantive work within their respective areas.

The VP reports to the Chief Operating Officer, has direct reports supporting transaction and transition execution, and works closely with business-line and functional leaders across the enterprise.

Primary Areas of Responsibility

• Transactions

Lead enterprise coordination and execution planning for significant real estate transactions, including:

• • Acquisitions

• • Sales and dispositions

  • Portfolio acquisitions or dispositions

  • Ownership changes and entity restructurings

  • GP/LP or fund ownership changes

  • Year-15 and similar ownership transitions

  • Refinancings and recapitalizations where significant cross-functional coordination is required

  • Other transactions requiring coordinated operational implementation

For each transaction, establish the enterprise workplan, identify required functional deliverables, track dependencies and deadlines, surface risks, and coordinate readiness through closing.

• Asset and Management Transitions

Lead major operational transitions affecting properties or portfolios, including:

• • Change in property management company

• • • Transition from third-party management to in-house management

• • • Transition from in-house management to third-party management

• • • Change between third-party management companies

• • Acquisition onboarding

• • Disposition offboarding

• • Significant regulatory or ownership conversions requiring operational transition

• • May be added at a later date: Construction completion and turnover to Property Management; New development lease-up and stabilization; Major rehabilitation or repositioning transitions; and Portfolio transfers between internal operating teams

Establish transition plans covering people, systems, data, financial operations, vendors, contracts, resident operations, compliance, technology, insurance, reporting, and documentation.

• Transaction & Transition Governance

Develop and maintain a standardized enterprise framework for transactions and transitions, including:

• • Transaction and transition playbooks

  • Standard workplans and checklists

  • Functional deliverables

  • RACI matrices

  • Stage gates and readiness reviews

  • Closing readiness requirements

  • Day 1 / Day 30 / Day 60 / Day 90 plans

  • Escalation protocols

  • Executive reporting

  • Post-transition reviews and lessons learned

Establish clear accountability by function and ensure that required activities are completed before major milestones.

• Cross-Functional Leadership and Accountability

Serve as the central transaction and transition lead across participating teams, including:

• • Business Lines: Fund Management; Development (3); Asset Management; Property Management; Construction

  • Corporate Departments: Legal; Finance; Property Accounting; Corporate Accounting; Treasury; Tax; HR / Payroll; IT; Yardi / Business Applications; Data & Reporting; Insurance / Risk Management

  • Departments within Property Management: Compliance; Residential Leasing; Marketing / Communications; Contract Administration; Procurement and Vendor Management

Partner with functional leaders across these teams to establish required deliverables, owners, deadlines, dependencies, and readiness standards for each transaction or transition.

• Operational Readiness

Ensure that the organization is operationally prepared for each closing or transition.

Partner with the appropriate functional leads including business lines, corporate departments, and departments within business lines to confirm readiness.

• • The VP is responsible for coordinating and monitoring readiness across these functions.

• • Functional leaders remain responsible for completing the work within their respective teams.

• Data & Document Readiness

Establish standards for the information that must be collected, validated, transferred, and retained for each transaction or transition.

Ensure that:

• • Required information is identified early in the process.

• • Functional owners are assigned for each data element or document.

• • Information is maintained in designated systems of record.

• • Historical transaction and transition records are retained.

• • Data required for ongoing operations and reporting is complete at handoff.

Partner with IT, Data, Accounting, Asset Management, Property Management, and other business teams to improve the consistency and automation of transition data.

• Risk & Issue Management

• • Maintain visibility into risks that could affect closing, Day 1 operations, resident experience, compliance, financial reporting, or asset performance.

• • Develop and maintain an enterprise-level issue and risk log and ensure that significant issues have a designated owner, resolution plan, target date, appropriate escalation, and executive visibility when necessary.

• • Drive cross-functional resolution of issues that affect multiple teams or require executive decision-making.

• Executive Reporting

Provide concise reporting to executive leadership regarding: upcoming transactions and transitions; major milestones; closing readiness; operational readiness; at risk deliverables; outstanding executive decisions; material risks; and post-closing stabilization.

Develop and maintain a consolidated enterprise transaction and transition pipeline that provides leadership with visibility across the portfolio.

• Process Improvement

• • Conduct post-transaction and post-transition reviews to identify recurring issues and opportunities for improvement.

• • Use lessons learned to continuously improve: processes, checklists, systems, data requirements, contract requirements, contact provisions, due diligence requirements, functional responsibilities, transition timelines.

• • Identify opportunities to automate workflows, improve handoffs, and eliminate duplicative manual processes.

Qualifications

• Significant experience in real estate transactions, asset management, property management, development, operations, or transaction/project management.

• Strong understanding of multifamily real estate operations; affordable housing experience strongly preferred.

• Experience coordinating complex acquisitions, dispositions, management transitions, or portfolio integrations.

• Experience leading and developing direct reports.

• Demonstrated ability to lead cross-functional initiatives without relying solely on direct reporting authority.

• Strong project and program management skills.

• Ability to understand financial, operational, legal, technology, compliance, and organizational dependencies.

• Strong executive communication and escalation skills.

• Ability to establish repeatable processes while adapting to transaction-specific requirements.

Additional Knowledge, Skills & Abilities

The successful candidate should be:

• Highly organized and execution-oriented

• Comfortable operating across business lines

• Able to challenge functional leaders constructively

• Skilled at identifying dependencies and risks before they become problems

• Strong at translating complex transactions into clear operational workplans

• Comfortable working with senior executives

• Able to lead and develop direct reports while influencing broader cross-functional teams

• Able to distinguish between coordination responsibility and functional ownership

• Strong at driving accountability without directly managing all participating teams

• Focused on accountability, consistency, and continuous improvement

L+M offers competitive compensation and benefits and tremendous potential with a growing residential real estate developer/builder organization.

L+M is an equal opportunity employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, gender, gender identity or expression, sexual orientation, national origin, genetics, disability, age, or veteran status.

Disclaimer : Nothing in this job description restricts management’s right to assign or reassign duties and responsibilities to this job at any time.