Chattanooga Isn’t the Same City I Grew Up In — And It’s a Good Thing

I was born and raised in Chattanooga, and if you’ve lived here for any length of time, you’ve seen the transformation firsthand.

The Chattanooga I remember growing up in is very different from the Chattanooga we see today. What was once viewed as a small city tucked between Nashville and Atlanta has become a destination in its own right. Over the years I’ve watched new businesses move in, tourism explode, outdoor recreation become part of the city’s identity, and investment pour into neighborhoods that many people overlooked for decades.

As someone who works in property management and real estate every day with Auben Realty, I have also had a front-row seat to how those changes have impacted housing.

When people ask me if Chattanooga is still growing, my answer is simple: just look around.

Look at the development taking place downtown. Look at the restaurants opening across the city. Look at the investment along the riverfront. Look at the number of people moving here from larger markets looking for a better quality of life. Chattanooga is no longer a city people pass through. It is increasingly becoming a city people intentionally choose.

One of the most interesting things I’ve witnessed is how many different types of people are arriving here. Young professionals are attracted by remote work opportunities and the outdoor lifestyle. Families appreciate the affordability compared to larger metropolitan areas. Retirees are discovering they can enjoy four seasons, access quality healthcare, avoid a state income tax, and still maintain a lower cost of living than many traditional retirement destinations.

The numbers support what many of us have been seeing with our own eyes. Over the past decade, household growth in the Chattanooga area has significantly outpaced new housing inventory. More people are moving here than the market has been able to accommodate with new housing construction. Vacancy rates have tightened, and demand for both rental housing and homeownership remains strong.

For those of us in property management, this creates both opportunities and challenges. 

The opportunity is obvious. Demand remains healthy. People want to live here. Investors continue to recognize Chattanooga as one of the most attractive secondary markets in the Southeast.

The challenge is ensuring that housing supply keeps pace with growth while maintaining the character that makes Chattanooga special in the first place.

What excites me most about Chattanooga’s future is that many of the factors driving growth today are not temporary trends. The outdoor amenities aren’t going anywhere. The mountain views aren’t going anywhere. The Tennessee River isn’t going anywhere. The investments being made in infrastructure, economic development, healthcare, and tourism continue to strengthen the city’s foundation for long-term growth. 

At Auben Realty, we see this every day through the investors, residents, and property owners we work with throughout the region. Demand for well-managed housing continues to grow, and I believe Chattanooga remains in the early stages of what could be another decade of meaningful expansion.

No one can predict the future perfectly, but after spending most of my life here and watching Chattanooga reinvent itself over the years, I remain optimistic about where we’re headed. 

The Chattanooga of today is stronger than the Chattanooga I grew up in, and the Chattanooga of ten years from now may be even better.

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This week’s blog is brought to us by Jason Weathers!

Hear more about Jason’s insights on upcoming episodes of Real Estate Rewind with Tyson Schuetze, available on Spotify, Apple Podcasts, and YouTube!

Why Rent Payments Finally Matter

And What It Means for Residents, Investors, and Property Managers

For years, renters have faced a frustrating reality: paying rent on time every single month often did little to help them qualify for a mortgage in the future. Meanwhile, one missed credit card payment could significantly impact their credit profile. 

That may finally be changing. 

Recent updates involving Fannie Mae and Freddie Mac are creating a major shift in how mortgage lenders evaluate borrowers by allowing newer scoring models to consider rent and utility payment history during the underwriting process. 

This is a significant moment for the housing industry — especially for renters who have consistently paid on time but have limited traditional credit history. 

Why This Matters 

Historically, most credit scoring systems focused heavily on: 

• Credit cards  

• Auto loans  

• Mortgages  

• Installment debt  

Rent payments — often a person’s largest monthly expense — typically were not counted unless reported through a third-party service. 

The new scoring models, including VantageScore 4.0 and FICO 10T, are designed to incorporate alternative data such as: 

• Rent payments  

• Utility payments  

• Banking trends and recurring expenses  

For millions of renters, this could create a clearer path to homeownership. 

According to estimates referenced by housing and lending sources, factoring in rental history could help millions of Americans cross minimum mortgage qualification thresholds. 

What This Means for Property Owners and Managers 

This shift is not just beneficial for residents — it could also create opportunities for investors and property managers. 

Stronger Resident Retention 

Residents who know their on-time rent payments may positively impact their future homeownership goals are often more motivated to: 

• Pay consistently on time  

• Maintain good standing  

• Stay engaged with lease obligations  

Better Resident Relationships 

This creates an opportunity for property management companies to become more than just rent collectors. We now have the ability to help residents build financial credibility while they rent. 

That changes the conversation. 

Increased Interest in Rent-to-Own Strategies 

One of the more interesting impacts is how this may strengthen rent-to-own opportunities. Historically, one of the biggest concerns with rent-to-own programs was uncertainty around whether tenants could eventually qualify for financing. 

If rent history becomes a more meaningful factor in mortgage approvals, investors may feel more confident offering pathways to ownership for long-term residents. 

The Human Side of the Conversation 

This shift also highlights something the industry has known for years: 

Many renters are financially responsible — they simply have “thin” credit files. 

A resident may have: 

• Paid rent on time for 5 years  

• Never missed utilities  

• Maintained stable employment  

…but still struggle to qualify for a traditional mortgage because they lacked enough revolving debt or traditional loan history. 

That disconnect has prevented many qualified individuals from becoming homeowners. 

This update begins to close that gap. 

Important Reality Check 

While this is a positive step, rent reporting is not automatic in many cases. Reporting still often requires: 

• A landlord or property manager participating in a reporting program  

• A third-party reporting service  

• Or lender verification through bank statements and lease documentation  

Additionally, rent history alone will not offset major financial issues such as: 

• High debt  

• Collections  

• Late credit payments  

• Excessive utilization  

But for renters with strong payment habits and limited credit history, this could be a meaningful advantage. 

What Property Management Companies Should Consider 

As the industry evolves, property management companies should begin evaluating: 

• Rent reporting partnerships  

• Resident financial education  

• Lease-to-own opportunities  

• Improved resident communication around credit building  

This is especially important in the single-family rental space, where many residents already view the home as long-term housing rather than temporary living. 

Final Thoughts 

The housing industry is continuing to evolve, and this change reflects a broader shift toward recognizing real-life financial responsibility — not just traditional debt usage. 

For residents, it creates hope and opportunity. 

For investors, it may create stronger long-term residents and new exit strategies. 

And for property managers, it is another reminder that the resident experience goes beyond maintenance requests and lease renewals. Helping residents succeed financially can ultimately strengthen the entire rental ecosystem. 

In many ways, the industry is finally beginning to recognize something renters have known all along: 

Paying your rent on time should count for something. 

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This week’s blog post comes to us from Brandie Mejia!

Reflecting on the 2026 IMN Conference in Miami

The past several conferences have been dominated by the uncertainty of the housing affordability bill, something that is very much still on the minds of all of the participants. Instead of focusing on that since we still do not know what that will bring, I’d like to focus on some other themes that stood out.  What stood out to me most from this IMN conference wasn’t any single statistic or prediction, it was the realization that the housing industry is adapting to a completely different type of consumer than it was built for twenty years ago. The American Dream hasn’t disappeared, but it has definitely evolved. Ownership used to be the end goal for almost everyone. Now, flexibility, convenience, and optionality are becoming just as important as equity. 

That shift is influencing everything from development trends to operations to investment strategy. More people are renting by choice, not necessarily because they’re financially incapable of buying. Younger generations especially view ownership differently. This is a generation comfortable renting cars, clothes, music, movies, and even software. Housing is naturally moving in that same direction. The urgency to acquire a home simply isn’t what it once was, and I think the industry is finally starting to accept that reality instead of fighting it. 

What’s interesting is that this doesn’t necessarily signal weakness in housing. In many ways, it is creating opportunity. Build-to-rent is a perfect example. For years, people associated build-to-rent with massive suburban communities containing hundreds of homes. Now, operators are realizing it can work at a much smaller scale. A scattered infill property or townhome development can fit the same model if the operations and resident experience are executed correctly. One speaker mentioned that nearly their entire pipeline is townhomes because density and infill have become such an important part of the equation. 

At the same time, operators are being forced to become more sophisticated. Single-family rental owners especially have had to embrace technology faster than many traditional multifamily groups simply because scattered-site portfolios demand it. You can’t efficiently manage homes spread across a market without systems, automation, and data. Smart home technology, utility monitoring, maintenance tracking, and operational analytics are now necessities.

What I found particularly interesting was how much emphasis there was on customer experience. Real estate companies are starting to behave more like service platforms than traditional landlords. The focus is shifting toward resident retention, convenience, and lifetime value. People value time just as much as money now, and operators are trying to create ecosystems around that idea. Whether it’s smart home integrations, optional resident services, or cashback incentives for on-time rent payments, the industry is clearly experimenting with ways to make renting feel less transactional and more customized. 

The word “optional” came up repeatedly, and I think that matters. Consumers today don’t want rigid systems. They want flexibility and personalization. The operators who understand how to present services correctly seem to be having the most success. 

Another major takeaway was that technology and information are no longer reserved for institutional players. There’s a democratization of data happening right now. Smaller operators have access to analytics and tools that would have cost millions of dollars not that long ago. In many ways, the advantage gap between institutional capital and entrepreneurial investors is shrinking. That doesn’t mean scale doesn’t matter, but it does mean smaller groups can compete far more effectively than they could in previous cycles. 

What also gave me confidence about the broader housing market was the economic discussion. There’s still a lot of fear online about an impending foreclosure wave or housing collapse, but the underlying fundamentals today are completely different than 2008. The speakers made the point that we’ve had many recessions throughout history, but only one true foreclosure crisis driven by reckless credit expansion. Today’s homeowners are simply in a much stronger position financially. 

The numbers support that argument. Roughly 40% of homes in America have no mortgage at all. Current LTV ratios across the market are dramatically lower than they were leading into the financial crisis. Homeowners have equity. Credit quality is significantly better. And the 30 year fixed mortgage continues to be one of the greatest financial hedges against inflation ever created. When you lock in a payment for three decades while everything else rises around you, that becomes an incredibly valuable asset over time. 

To me, the overall theme of the session was adaptation. Consumer behavior is changing, and the real estate industry is changing with it. The companies that succeed moving forward will probably be the ones that stop thinking purely in terms of units and transactions and start thinking more about experience, efficiency, flexibility, and long-term customer relationships. Housing is still fundamentally strong, but the way people interact with housing is evolving rapidly. The operators who recognize that shift early will likely have a major advantage over the next decade.

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This week’s blog was brought to us by Chris de Treville.

South Carolina Hit Pause on Affordable Housing–Here’s How

South Carolina is in the middle of an affordable housing crisis. Rents are maxed. Working families are being stretched thin. And the state just quietly passed a bill that makes it harder to build the housing those families need. 

It’s called S.853. It passed on May 14, 2026. Most people haven’t heard of it because it was sold as a bill about abandoned buildings. And most of it is exactly that. But Section 5 is different. 

Section 5 freezes a property tax exemption that affordable housing developers depend on. For the next two years, if you file an application for that exemption after June 30, 2026, the state won’t even look at it. They’ll hold it in a drawer until 2027. 

Why does a property tax exemption matter? Because property taxes are a real expense. When that exemption disappears, the cost of operating an affordable housing project goes up. When costs go up, rents go up or the project doesn’t get built at all. 

Here’s an analogy. Remember when Spirit Airlines shut down? One of the only carriers keeping ticket prices genuinely low was gone, and without that competition, the bigger airlines had less reason to stay affordable. Housing works the same way. When the incentives that make below-market housing pencil out financially are stripped away, fewer developers can afford to build it and everyone else pays the price in higher rents. 

The law has one exception: nonprofits that own their properties 100% on their own, no private investment involved. That sounds reasonable until you realize almost no affordable housing gets built that way. The model that works, and that has been working, is a partnership between nonprofits and private developers. The nonprofit provides the mission and the structure. The developer provides the money, the construction team, and the risk. The tax exemption makes the whole thing viable. 

That partnership model is exactly what this freeze leaves out in the cold.

As of March 18, 2026, Governor McMaster hasn’t signed it yet. If you want to do something, call your South Carolina state representative. Ask them to amend Section 5. The window is narrow, but it’s still open.

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This week’s blog was brought to us by Ivan Jenkins!

What South Carolina’s Population Boom Means for Real Estate

This week’s blog is brought to us by Market Director Claudia Gibson!

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South Carolina is experiencing a population boom unlike anything seen in decades—and it’s not slowing down anytime soon. According to recent data highlighted by Fox News, the Palmetto State has officially become the fastest-growing state in the nation, driven largely by an influx of people relocating from other parts of the United States.  

A Record-Breaking Surge 

Between July 2024 and July 2025, South Carolina’s population grew by 1.5%, outpacing every other state in the country.  
Even more telling is how that growth is happening: 

• Over 66,000 new residents moved into the state from elsewhere in the U.S. in just one year  

• Nearly 80,000 total new residents were added during that same period  

• A previous spike saw 100,000+ new residents in a single year (2022–2023)  

This surge is not being driven by international migration or birth rates—it’s people choosing South Carolina on purpose. 

Why Everyone Is Moving to South Carolina 

So what’s fueling this migration wave? 

1. Affordability & Cost of Living 
Compared to states like New York and California, South Carolina offers significantly lower housing costs and taxes, making it attractive for both families and retirees. 

2. Job Growth & Economic Expansion 
Cities like Columbia and Greenville are seeing growth in healthcare, manufacturing, and tech industries, creating new opportunities for workers.  

3. Lifestyle & Climate 
From coastal living in Charleston to quieter suburban and rural communities, the state offers a mix of lifestyle options with a generally mild climate. 

4. Remote Work Shift 
The post-pandemic workforce has changed where people choose to live—many are leaving expensive urban centers for more space and value in states like South Carolina. 

Growth Isn’t Even—It’s Concentrated 

While the entire state is growing, the majority of that growth is happening in key areas. More than 80% of population gains since 2020 have been concentrated in just ten counties, including: 

• Charleston  

• Greenville  

• Lexington  

• Richland  

• Horry  

• York  

This means urban and suburban hubs are expanding rapidly, while some rural areas are seeing slower growth. 

A Bigger National Trend 

South Carolina’s rise is part of a larger shift happening across the U.S. 

While overall U.S. population growth slowed to just 0.5% between 2024 and 2025, southern states continue to dominate growth due to domestic migration.  

Americans are increasingly “voting with their feet,” leaving higher-cost states and relocating to more affordable regions in the Southeast.  

What This Means for Real Estate & Communities 

For someone like you—deep in property management and real estate—this trend is huge. 

1. Increased Housing Demand 
More people moving in = more demand for rentals and home purchases. Expect continued pressure on inventory and pricing. 

2. Rising Property Values 
Growing populations often drive appreciation, especially in high-demand counties. 

3. Infrastructure Pressure 
Rapid growth can strain roads, schools, and utilities—creating both challenges and opportunities for development. 

4. Shifts in Tenant Demographics 
With newcomers arriving from higher-cost states, expectations around service, amenities, and pricing may evolve. 

The Bottom Line 

South Carolina isn’t just growing, it’s transforming. 

With strong domestic migration, expanding job markets, and an attractive cost of living, the state has positioned itself as a top destination for Americans seeking opportunity and lifestyle. But with that growth comes responsibility: managing infrastructure, housing supply, and community development will be key to sustaining this momentum. 

For real estate professionals, investors, and business owners, one thing is clear: 

South Carolina isn’t just on the map—it’s becoming the destination.

Why Americans Are Leaving and Where They’re Landing

This week’s blog is brought to us by our Market Sales Manager for our Greenville Market, Ivan Jenkins!

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Policy-Driven Exodus to the Southeast’s Promised Land

Tracking the moving trucks heading south of the 36°30’N parallel, you aren’t just seeing people changing zip codes; you’re witnessing a massive financial migration that is reshaping the American landscape in ways that are almost a direct reversal of the population flows that defined 20th-century America.   

Frankly, the numbers are staggering, and people fleeing high-tax states at this pace should make any real estate board sweat.  New York experienced an approximate net loss of 114,000 domestic residents in a single year. (Fox News, April 2026) California alone is shedding about 229,000 residents annually to other states. (Coastal Moving Services, 2025). It isn’t hard to see why when anyone who can use a calculator sees the math.  New Jersey has an average property tax bill of $9500 or 2.23% annually. (MoneyTalksNews, 2026).  When you look at IRS migration data, it confirms that billions of dollars in adjusted gross income aren’t just “lost” to these states; they’re physically relocated to more competitive markets.   

So, where is all that capital heading?  It’s flooding into the Sunbelt, specifically the Southeast.  

Florida has grabbed the headlines for years and still attracts the largest share of income migration, with $36 billion in annual net income inflows, but the real story lies north of the hurricane magnet, Sunshine State. (Fox News, April 2026) South Carolina, North Carolina, and Tennessee are now posting record in-migration gains as the Florida peninsula plateaus. South Carolina, specifically, ranked second in the nation for inbound moves in 2025 according to the 2025 North American Van Lines migration study. North Carolina attracted nearly 140,000 net new residents in 2024 alone (MoneyTalksNews, 2026).  These states are no longer just retirement or spectator destinations; they are the nation’s new economic engines.  

For real estate professionals, these migration trends are significant beyond just population counts.  Savvy investors, brokers, and practitioners recognize that people leaving New York, New Jersey, and California aren’t leaving broke. They’re smuggling in equity from markets where the median home price can be $800,000 or more. California’s median home price is $809,227 (Coastal Moving Services, 2025), and they’re arriving in Southeast markets where that same money buys something twice the size at a fraction of the carrying cost, or it buys multiple investment properties at cap rates twice their previous markets with equity to spare. This creates a buyer profile with cash or a significant down payment, with purchasing power that doesn’t require maximum leverage to close.  

The Southeast isn’t stumbling into this position by accident.  South Carolina’s effective property rate for owner-occupied homes is less than 0.50% annually, amongst the lowest in the country. (MoneyTalksNews, 2026).  South Carolina’s tiered property tax rate makes this rate higher for non-owner-occupied properties. North Carolina’s flat income tax rate dropped to 3.99% in 2026. (Money Talks News, 2026) Tennessee has no state income tax.  These aren’t coincidences; they’re results of policy and strategic design. They’re producing migration influx outcomes that were expected.  

How does the money move?  The question for every real estate professional or investor in this region is whether you’re positioned in front of it.

End of 2025 Jacksonville Market Overview

This week’s blog comes to us from our Residential Experience Manager for our Jacksonville market, Taylor Moore.

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As we close out 2025, Jacksonville continues to present a market defined less by short-term volatility and more by long-term fundamentals that remain relevant to residential investors. 

Jacksonville Market Overview 

Jacksonville has remained a consistent destination for in-migration over the past several years, driven by a combination of relative affordability, job growth, and quality-of-life factors. While transaction activity across the broader housing market has moderated compared to recent peak years, underlying demand for housing — particularly rental housing — continues to be supported by population growth and economic diversification. 

Major Investments & Development Signals 

Several large-scale initiatives underway or advancing through planning stages point to continued confidence in Jacksonville’s future: 

• Downtown redevelopment, including the planned modernization of the Jaguars’ stadium, represents a significant public-private investment in the city’s urban core. 

• Park, riverfront, and infrastructure improvements continue to enhance livability and long-term market appeal. 

• The expansion of the University of Florida’s Jacksonville campus is expected to bring additional students, faculty, researchers, and healthcare professionals to the area over time, further diversifying the local employment base and housing demand. 

These projects are not short-term market drivers but rather signals of sustained commitment to Jacksonville’s growth trajectory. 

Rental Housing Context 

As the for-sale market has adjusted in response to interest rate conditions, demand for quality rental housing remains steady. Newer build-for-rent communities are positioned to benefit from: 

• Households seeking flexibility 

• Renters priced out of homeownership 

• In-migrants prioritizing location, layout, and move-in readiness 

This environment continues to support well-designed, professionally managed single-family rental communities. 

Cedar Creek Estates 

Within this broader market context, Cedar Creek Estates reflects the type of product increasingly favored by today’s renter demographic: new construction homes with functional layouts, private outdoor space, and proximity to employment corridors and daily conveniences. 

Rather than relying on speculative growth assumptions, the community’s positioning aligns with Jacksonville’s steady population growth, expanding employment base, and evolving housing preferences. 

Looking Ahead 

As we move into 2026, Jacksonville remains a market to watch for investors focused on long-term fundamentals. While broader economic conditions will continue to influence short-term performance, continued institutional investment, educational expansion, and demographic trends provide a stable backdrop for residential rental assets.

Want to stay in the loop? Subscribe through Tyson’s LinkedIn to get his blog posts delivered straight to your inbox!

Why Human-Centered Service Still Matters in a Tech-Driven Rental World

This week’s blog comes to us from our Market Director for Kansas City and Texas, Brandie Mejia.

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The multifamily industry is in a constant state of evolution. Technology, automation, and AI-driven tools have rapidly reshaped how prospective and current residents interact with property management teams. The recent GlobeSt. article, “From Move-In to Renewal: How Experience-Led Operations Keep Residents,” highlights this shift and makes several strong points about the need for transparency, convenience, and connection throughout the resident lifecycle.

And while much of that insight rings true, there’s a critical piece of the conversation that is rarely emphasized: the irreplaceable value of real, human customer service.

Because despite the rise of automation, people still want people.

According to a recent national online survey, 93.4% of people prefer to interact with a live person—not an automated system—when they need help or want information. This isn’t a small statistic. It’s a massive signal that in an increasingly digital world, human connection isn’t just appreciated… it’s expected.

The Customer Service Crisis

Think about the last time you personally had a great customer service experience:

• A time when you were out shopping
• A meal where the service felt exceptional
• A moment when a customer service representative on the phone truly helped you

If you’re like most people, those moments are few and far between.

And that scarcity is exactly what makes authentic, human interaction so valuable today.

In property management—especially in single-family and multifamily rentals—the stakes are even higher. A resident isn’t buying a burger or returning a pair of shoes. They’re trusting you with their home, their family’s safety, and their biggest monthly expense.

Technology can support that relationship, but it cannot replace it.

The First Touchpoint Matters More Than Ever

One of the most important takeaways from the GlobeSt. article is that the “resident experience” doesn’t begin on move-in day—it begins at first contact.

And this is where the industry has drifted too far into automation.

We’ve created self-showing locks, automated follow-ups, chatbot leasing agents, and digital-only move-in experiences. While these tools have value, they must be used to enhance the resident journey—not replace the human component.

Imagine the difference if…

• The resident was greeted in person at move-in
• Or, if distance prevents that, they had a live FaceTime or Teams call with their manager
• Someone walked them through the property, helped them locate utilities, answered questions, and ensured they felt supported from day one

That single interaction sets the tone for the entire tenancy.

It builds trust, reduces move-in issues, and ultimately increases renewal likelihood. Residents who feel personally taken care of are significantly more likely to stay—no automated system can duplicate the warmth and reassurance of real human engagement.

Experience-Led Operations: A Human-First Approach

The article emphasizes how experience-led operations can drive renewals. I agree—but I believe the modern definition of “experience” needs to shift.

It’s not just about smooth online portals or automated reminders.

It’s about personalized, relationship-centered service at every stage:

1. First Contact

A real person responding quickly, answering questions thoroughly, and creating rapport.

2. The Showing

Even if the industry leans on self-showings, we can still insert human moments:

• Live virtual tours
• Welcome calls
• Follow-up texts from a real team member

3. Move-In Support

Meet them onsite—or greet them virtually if distance is a factor.
This is often the step that makes or breaks a resident’s long-term perception.

4. Ongoing Maintenance Communication

Most residents don’t get frustrated by the repairs—they get frustrated by lack of communication.

A phone call instead of an automated message can change everything.

5. Renewal Time

Renewals should never feel transactional. Residents stay where they feel valued.

The Future of Resident Experience: Tech + Humanity

AI and automation should continue to support efficiency. They absolutely have their place.
But the future of exceptional property management belongs to companies who use technology as a tool—not a replacement—for human interaction.

Those who bring back:

• Empathy
• Connection
• Human follow-through
• Personal service

These will be the teams who stand out in 2025, 2026, and beyond.

Because the data is clear — 93.4% of people still prefer a real human.

And in housing, that preference becomes a need.

Final Thought

If we want to elevate the resident experience—from inquiry to renewal—we must lead with human connection first. Technology should enhance the experience, but it should never replace the warmth, care, and accountability that only a person can provide.

In a world where customer service feels increasingly rare, the companies who bring it back will be the ones who win.

Want to stay in the loop? Subscribe through Tyson’s LinkedIn to get his blog posts delivered straight to your inbox!

Why My New Role Is All About Making Multi-Market Investing Easier

This week’s blog comes to us from our National Sales Development Manager, Chris DeTreville.

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When I first got into real estate straight out of college, my world was one market, one neighborhood at a time. Today, more and more of our clients are thinking very differently:

“I like Columbia, but I also want exposure to Chattanooga.”

“I’m selling in Augusta to rebalance into Kansas City.”

“I’d like one team that understands my whole portfolio, not just one zip code.”

That shift is exactly why I’m excited about my new role as National Brokerage Sales Manager at Auben. My job is simple to describe, but big in practice: make multi-market investing easier and more efficient for buyers and sellers who want to be active in multiple markets as one aligned team.

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What I’m Seeing From Investors Right Now

Whether you’re buying your first SFR or repositioning a 100-door portfolio, a few themes keep coming up in conversations:

• You want diversification across markets—but not five different playbooks.
• You’re tired of re-explaining your strategy every time you talk to a new agent.
• You care about the back end (property management, turns, leasing) just as much as the front-end purchase price.

My background is in both sales and property management, and those years on the back end permanently changed the way I look at deals. I’ve seen what happens after closing when expectations weren’t aligned—or when the right questions never got asked. That 360° view is what I’m bringing into this national role.

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One Strategy, Many Markets

At Auben, we’re in multiple markets across the Southeast and beyond, and each one has its own personality—different rents, different tenant bases, different operator nuances.

My goal isn’t to flatten those differences. It’s to connect them under a common strategy so your experience feels like this:

• One playbook. Clear buy boxes, return targets, and risk tolerances that our agents reference in every market you touch.
• One language. Whether you’re looking at Columbia, Kansas City, or Jacksonville, you’re not decoding a new set of terms, pro formas, or expectations each time.
• One relationship. A core point of contact who understands your history, preferences, and portfolio—then plugs you into the right local specialist when you need boots on the ground.

Behind the scenes, that means better internal communication, shared data, and training so our team isn’t just operating in silos by city, but as one brokerage focused on investors.

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Making Buying Across Markets Smoother

Here are a few ways we’re working to improve the experience for buyers active in multiple markets:

• Aligned deal flow: Instead of sending random listings, we’re tightening how we filter opportunities so you see deals that really match your criteria—no matter which Auben market they’re in.
• Comparable, investor-focused underwriting: We’re leaning into consistent analysis so you can compare a Columbia duplex and a Chattanooga SFR on apples-to-apples terms.
• Clear expectations on operations: From estimated turns to likely rent ranges and management considerations, we’re integrating the property management view earlier in the process so there are fewer surprises after close.

If you’ve ever tried to piece together a multi-market strategy using five different brokerages and three different management companies, you already know how valuable that consistency can be.

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Serving Sellers With Portfolios That Cross State Lines

On the sell side, things get even more complex—and that’s where a multi-market investor brokerage can really earn its keep.

When we help owners sell portfolios, we’re not just asking, “What’s your price target?” We’re talking through:

• Which assets you truly want to exit—and which you may want to hold or 1031.
• How timing in one market affects capital you might want to redeploy elsewhere.
• The emotional side of selling a portfolio you’ve built over years—long-term vendors, tenant relationships, and pride of ownership.

My job in this new role is to make sure we can:

• Package and present portfolios in a way that resonates with buyers who are also thinking multi-market.
• Coordinate across cities so due diligence, access, and communication don’t become a tangle of conflicting calendars and processes.
• Match the right buyer to the right portfolio, whether they’re looking to deepen in one market or use your sale to plant a flag in several.

You shouldn’t feel like you’re herding cats every time you decide to sell across more than one city. We want to take that off your plate.

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Where AI and Best Practices Fit In

At IMN’s Single Family Rental conference in Scottsdale, I spoke on a panel about using AI and best practices to optimize property management, marketing, and turn. That topic ties directly into what we’re building on the brokerage side.

To be clear, I don’t believe AI replaces relationships or judgment—but it can help us:

• Spot patterns in your portfolio performance across markets.
• Surface the most relevant deals faster.
• Standardize communication and workflows so your experience feels consistent, even as you scale.

The goal is not “tech for tech’s sake.” It’s using tools in the background so that, on your end, things feel simpler, clearer, and more predictable. 

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What This Means for You

If you’re:

• A buyer looking to grow in more than one market,
• A seller thinking about bringing a multi-market portfolio to market, or
• An institutional or boutique fund looking for a partner who understands both brokerage and property management…

…I’d love to talk.

We’re still refining and improving our systems every week, but the north star is clear:

Make it easier for serious investors to buy, sell, and operate across multiple markets with one trusted team.

If that’s the experience you’ve been looking for, let’s connect and see how we can put Auben’s multi-market platform to work for you.

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The Stress Test of Scaling

“No matter the question, the private equity answer is always the same: Does it scale? 
— Common Principle in Growth & Operations 

When I think about where Auben is today, I keep returning to a simple truth: investors look at returns, comps, cap rates, and structures — but what truly drives long-term performance is the operator’s ability to grow under stress. 

And right now, we are in one of those stress-test seasons. 

Not a crisis. 
Not a setback. 
A stress test — the kind that shows whether the systems, people, and leadership structures we’ve built are capable of supporting what comes next. 

I have been through versions of this before. And every time, I’m reminded that growth doesn’t feel good — even when it is good. 

Why Growth Feels Hard — Even When It’s Right 

In a business like ours — where Property Management, Project Management, Maintenance, and Sales all have to work in sync — growth isn’t clean. It introduces friction: 

• More doors 

• More processes 

• More systems 

• More people 

• More expectations 

Everyone feels that strain differently. 
Some weather it with a slight sway. Others feel like they’re underwater. 

Both are valid. Both matter. 

Mindset becomes the differentiator. 

“If you think you can or you can’t, you’re right.” 
— Donald Caster, on growth mindset 

That quote has stuck with me. I’ve lived it. We don’t get to choose whether growth is uncomfortable, but we do get to choose how we show up inside the discomfort. 

The “No Man’s Land” Framework: What We’re Asking Ourselves Right Now 

I’ve been reading No Man’s Land, a book about what happens when a business leaves “small” but hasn’t yet entered “scalable.” 

It lays out six questions that I’ve been asking myself — and asking our teams: 

1. What are we truly great at? 

2. What do we offer that is genuinely unique? 

3. Are we growing based on capability or promises? 

4. Are we spending time cleaning up complexity we created? 

5. Which customers belong in our future — and which don’t? 

6. How do we simplify execution so our value proposition stays consistent and clear? 

For me, #6 is the one that keeps me up at night. 

Because simplifying how we communicate and how we execute is the difference between a company that grows with intention and one that grows into chaos. 

Simplification: The Edge Most Operators Ignore 

I’ve learned the hard way that complexity is a margin-killer. 
It slows execution, creates confusion, and fractures teams. 

So our focus right now is simple: 

• unify communication 

• build repeatable workflows 

• tighten roles and responsibilities 

• reduce handoffs 

• increase cross-functional clarity 

• define market-by-market expectations 

• standardize wherever possible 

This isn’t just “operations.” 
This is value creation. 

“Simplification is not a luxury — it is a prerequisite for durability.” 
— ACP Operating Thesis 

I believe that wholeheartedly. 

The Moment We’re In 

We are stepping into one of the most aligned growth windows Auben has ever had: 

• a new enterprise website 

• an evolving operating system 

• deepening integration across service lines 

• several large M&A conversations underway 

• expanding market leadership 

• a sharper understanding of the customers we want to serve 

• a company-wide commitment to operating excellence 

This is not a resting point — it is a turning point. 

We’re not trying to become a bigger version of what we’ve been. 
We’re building the platform we were meant to become. 

People Are the Engine 

Behind every metric — every unit, every rehab, every service request — is a person experiencing this growth cycle in real time. 

So I’m asking our teams directly: 

“What do you need to thrive during this phase of growth?” 

The goal isn’t to grow at people — it’s to grow with them. 

Strong operators build strong teams. 
Strong teams build strong systems. 
Strong systems deliver durable returns. 

Looking Ahead 

Growth at Auben has never been accidental. 
It comes from discipline, clarity, and an unapologetic willingness to evolve. 

As we move forward, our focus is clear: 

• Grow with discipline 

• Support the people doing the hard work 

• Simplify wherever possible 

• Integrate across all operating functions 

• Deliver consistent, repeatable outcomes in every market 

That’s how we build something durable. 
That’s how we create real value. 
That’s how operators become platforms — and platforms become category leaders. 

Closing Perspective 

“After my greatest struggles have come my greatest successes.” 

Auben was born in one of the hardest seasons of my life. 
What felt like failure was actually the beginning. My wife helped me understand that. 

And today, I believe we are standing at another one of those inflection points. 

This stress test is not a breaking point. 
It’s preparation — the strengthening of our systems, our people, and our ability to deliver long-term value for those who trust us. 

We’re building something that lasts. 
And we’re doing it together.

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