What a finance function in this sector actually needs.
On the multi-family side, performance is reported building by building in the property manager’s format and never rolls up: occupancy, turnover, renewal rate, concessions and arrears each live somewhere different, and net operating income arrives too late to act on. A development consumes cash for two years while the accounting shows capitalized interest and no problem. Refinancing gets addressed in the quarter it is due, which is the worst possible time to be asking.
Entity-by-entity reporting and a consolidation that reconciles, with intercompany and eliminations traceable rather than plugged. One chart of accounts across the structure, whatever the lender-driven entity sprawl looks like.
For multi-family and other rented assets, a property-level operating statement on one basis: net operating income, occupancy, renewal and turnover rate, concessions, arrears aging, turn cost and days vacant, with capital and operating expenditure separated the way a lender and a valuer separate them. Rolled up to the portfolio, so a single underperforming building is visible rather than averaged away.
Every facility modeled on its own terms — amortization, covenant definitions, test dates, cash sweeps — and then modeled together, so group headroom is a number you know rather than a number you discover.
Development and repositioning cash flow is forecast to completion with the funding drawdown schedule alongside it, so the cash trough is visible eighteen months before it arrives. Refinancing conversations start two to three covenant tests early.
What you can do afterwards that you cannot do now.
Produce a consolidation a lender will accept without explanation.
See which building is carrying the portfolio and which is not.
See group covenant headroom before a test date.
Start a refinancing from a position rather than a deadline.
Matched to the sector, not the postcode.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
Nobody needs all of it at once.
The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Your sector is one conversation away from a written answer. Start with what is actually going on.
One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.