VP of Property Operations

Description

About the Organizations

Responsive Capital Ventures and Responsive Asset Management operate as one unified platform with a singular purpose: transforming the way people build and protect wealth through real estate.

We don’t view this as two separate companies. We operate as one business built on three core legs of the stool:

• Investments (RCV)
• Property Operations (RAM)
• Business Enablement (IT, HR, Marketing, and Finance)

This structure allows us to control the entire lifecycle from capital to execution to performance.

Today, that platform is backed by 50+ team members and ~$25M in annual revenue. More importantly, it’s built on a culture for people who want to do meaningful work at a high level.

On the investment side, Responsive Capital Ventures focuses on helping high earners convert active income into long-term, sustainable wealth through real estate. We take a disciplined approach to capital, risk, and execution. The goal isn’t just returns. It's consistency, protection, and long-term alignment.

On the operations side, Responsive Asset Management is where the business plan comes to life. This is boots-on-the-ground execution by driving occupancy, managing expenses, executing capex, and creating communities residents are proud to call home while protecting and growing the asset.

The third leg is Business Enablement, which is what keeps everything aligned and moving. IT, HR, Marketing, and Finance. This is the infrastructure that allows us to scale without breaking and maintain a consistent standard across the entire platform.

Most groups talk about being vertically integrated. We actually operate that way.

We don’t just deploy capital. We don’t just manage properties.

We build stability…one door at a time.

Position Summary

The Vice President of Property Operations is a Leadership Team seat on the unified RAM/RCV Accountability Chart, accountable for the Property Operations business unit P&L and for portfolio performance across all assets. The business unit includes four functions reporting into this seat: Construction/CapEx, Maintenance, Portfolio Performance, and Resident Experience. The business unit P&L rolls up to the consolidated company P&L owned by the Integrator/COO.

Reporting to the Integrator/COO, the VP translates RAM and RCV’s Visions and Traction (V/TOs) into the Property Operations business unit — converting company-level strategy into the systems, teams, Scorecards, and Rocks that move NOI, asset value, and resident experience. The VP runs a healthy weekly Level 10 with their direct reports, owns the Scorecard for the business unit, and uses IDS to keep issues moving.

This is a strategic operator role — someone who can Lead, Manage, and hold Accountable (LMA) at scale while staying close enough to the work to know what’s actually happening on the ground. Above all, this seat is expected to embody and enforce the STABLE Core Values shared across RAM and RCV — not as posters on the wall, but as the standard every decision, hire, and conversation is held to.

Our Core Values — STABLE

STABLE is non-negotiable.

Every person at RAM and RCV is hired against these values, evaluated against these values, and — when necessary — exited against these values. As a Leadership Team seat, the VP of Property Operations is expected to live STABLE visibly, coach their team to it, and protect the standard across the entire business unit. A team member who consistently underperforms against STABLE is in the wrong seat, regardless of results.

Show Up & Own It

We take full responsibility for our commitments. We show up prepared, engaged, and ready to deliver — no excuses, no shortcuts.

Take Action

We are a bias-toward-action team. We move with urgency, make decisions with confidence, and course-correct as we learn.

Always Growing

We are curious, coachable, and committed to continuous improvement — personally and professionally. Growth is a standard, not an aspiration.

Be Real

We communicate with honesty and transparency. We say what we mean, own our mistakes, and build trust through authenticity.

Lead with Humility

We check our egos at the door. We listen first, elevate others, and recognize that the best ideas can come from anywhere.

Excellence in Everything

We hold ourselves to a high standard in everything we produce, every relationship we build, and every promise we make.

The VP’s Responsibility for STABLE

• Model all six values consistently and visibly — your team will only hold the standard you hold yourself to.
• Use STABLE as the first filter in every hiring, promotion, and termination decision in the business unit.
• Score every direct report on STABLE quarterly via the People Analyzer; address gaps directly, not eventually.
• Call out value breaches in real time, regardless of seniority or performance — silence is endorsement.
• Recognize and celebrate when team members live the values well; reinforcement is part of the job.

Direct Reports & Business Unit Ownership

• Director of Construction — owns CapEx execution; manages CapEx Coach and CapEx Tech.
• Director of Maintenance — owns maintenance operations and preventative programs; manages Maintenance Coach and Maintenance Tech.
• Portfolio Performance Coach — owns rent growth, leasing performance, and ancillary income; manages Sales/Leasing Specialist, Resident Concierge, and Tenant Financial Advocate.
• Resident Experience Coach — owns resident experience, retention, and on-site operational standards.

The VP holds these four direct reports accountable to their seats using the People Analyzer (GWC + Core Values), weekly Level 10s, quarterly conversations, and annual reviews.

The VP owns succession and development for these four direct reports and one level below, partnering with the Integrator/COO and VP of Business Enablement on talent reviews and pipeline planning.

Key Responsibilities

1. Strategic Leadership

• Partner with the Integrator/COO to translate RAM and RCV’s V/TOs into the operational strategy for the Property Operations business unit.
• Set quarterly Rocks for the business unit and ensure each direct report’s Rocks roll up to those priorities.
• Drive enterprise-level initiatives that improve NOI, operational scalability, and asset value.
• Lead change management as the companies grow, integrate new assets, and evolve their systems.

2. Portfolio Performance

• Own portfolio-level performance across all assets — occupancy, retention, NOI, and resident experience.
• Standardize operating procedures and implement best-in-class property management practices across the portfolio.
• Monitor and improve key portfolio metrics on a weekly Scorecard cadence.

3. Operations Management

• Hold the Director of Maintenance accountable for KPIs including work order completion time, cost per unit, and resident satisfaction.
• Provide strategic oversight of planning, prioritization, and execution of all capital improvement projects.
• Hold the Director of Construction accountable for delivering projects on time, on budget, and aligned with the investment thesis.
• Hold the Portfolio Performance Coach accountable for rent growth, leasing performance, ancillary income generation, and the performance of the Sales/Leasing Specialist, Resident Concierge, and Tenant Financial Advocate.
• Hold the Resident Experience Coach accountable for resident satisfaction, retention, and adherence to on-site operational standards.

4. Financial Performance & Compliance

• Own business unit revenue strategy (rent growth, occupancy, ancillary income, expense optimization) in partnership with the VP of Investments on asset-level business plans and with the VP of Business Enablement (Finance) on budgeting and reporting.
• Drive rent growth, ancillary income, and expense optimization to maximize NOI.
• Oversee budgeting, forecasting, and variance analysis across the business unit.
• Ensure full compliance with regulatory, safety, and fair housing requirements across the portfolio.

5. Cross-Functional Collaboration

• Partner closely with the VP of Investments on acquisition diligence, asset business plans, and execution against the investment thesis.
• Partner closely with the VP of Business Enablement on systems, technology, people operations, and process work that supports the business unit.
• Bring clear, data-driven reporting on portfolio and business unit performance into Leadership Team meetings.
• Surface issues early, IDS them at the right level, and keep the Leadership Team aligned on operational risks and opportunities.

GWC + STABLE Fit

This seat is evaluated quarterly using the People Analyzer against both GWC and the STABLE Core Values. All four GWC criteria and all six STABLE values must be a “+” — anything less means the person is in the wrong seat.

GWC

Get it — Understands the seat, the business unit, and how RAM and RCV create value.

Want it — Genuinely wants the accountabilities of this seat, not just the title.

Capacity to do it — Has the mental, physical, emotional, and time capacity to execute at this level.

Required Qualifications

• Minimum 10 years of multifamily experience.
• Located in the Indianapolis, IN area or willing to relocate.
• Experience leading teams of 50 or more employees.
• Progressive leadership experience in property management, operations, or real estate.
• Proven experience managing large, multi-site property portfolios.
• Strong background across maintenance operations, CapEx/construction, and revenue optimization.
• Demonstrated ability to lead through scale, change, and growth.
• Deep financial acumen — budgeting, forecasting, and NOI optimization.
• Experience working closely with executive leadership and ownership groups.
• Working fluency in EOS — or a comparable operating system — and being able to run a healthy L10, build a Scorecard, set Rocks, and use the People Analyzer from day one. Exceptional leadership, communication, and organizational development skills.
• Data-driven mindset with strong analytical and problem-solving capabilities.

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