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Name
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First
Last
Email
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Title
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Your job title
Company
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Your company name
1.1 Total units under management
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Number only. If owned vs third-party managed matters, note the split.
1.2 Number of properties in the portfolio
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1.3 Primary markets or geographic footprint
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1.4 Ownership structure
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Owner-operator, third-party managed, institutional, REIT, private equity, family office, JV. Brief is fine.
1.5 Asset class mix across the portfolio
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Rough % A / B / C or workforce / market-rate / luxury / affordable.
1.6 Maintenance leadership structure
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Who runs maintenance at the corporate level? Do you have regional maintenance managers? What is the reporting chain from on-site tech up to executive leadership?
Section 2 - Work Order Operations: Average Close Time (Days)
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THE NUMBERS - Type your number. Rough is fine.
Section 2 - Average Tickets per Day per Tech
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Section 2 - Total Number of Techs
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Section 2 - Tech to Unit Ratio
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2.1 What work order system is in use across the portfolio?
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PMS-native module (Yardi, RealPage, Entrata, etc.) or third-party (AppFolio, AppWork, Happy Co, ServiceChannel, etc.)?
2.2 Who is authorized to close work order tickets today?
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Please select
The tech who performed the work (only)
The tech OR the service manager
The tech OR a leasing agent or front office staff
Varies by property, no standard policy
Not sure / need to verify
This reveals data integrity risk.
2.3 Are tech notes and photos required at ticket close?
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Please select
Yes, required on every ticket
Required on some types of tickets, optional on others
Encouraged but not enforced
No requirement in place
2.4 How are work orders dispatched to techs in the morning?
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Please select
Service manager hand-assigns every morning from a stack
Rules-based auto-dispatch based on skill or building
AI-based dispatch that prioritizes and routes automatically
Techs pick their own tickets from a shared queue
Mix / varies by property
2.5 When a tech finishes their queue, what happens next?
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Do they get more work automatically, wait for the service manager, or stop for the day? Describe what actually happens, not what the policy says.
2.6 What percentage of tech time goes to administrative work, coordination, or waiting?
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Rough estimate. 0% means techs are 100% on tools. 25% is the industry norm.
2.7 Can your techs close a work order using voice alone today?
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Please select
Yes, voice-first workflow deployed portfolio-wide
Partially - voice notes only, still requires manual form fill
No - work orders require manual typing or tapping through fields
Not sure
2.8 What is your biggest work-order pain point right now?
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Be specific. 'Techs waste half their day' is more useful than 'inefficiency.'
Section 3 - Make-Ready Operations: Annual Turn Volume
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THE NUMBERS - Rough is fine.
Section 3 - Average Turn Cost (USD)
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Section 3 - Average Days from NTV to Vendor On Site
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Section 3 - Average Days Total Turn
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3.1 What is your annual vacancy loss in dollars (or % of GPR)?
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If you don't track it directly, estimate from your last year's operating statement. This is where the audit math anchors.
3.2 How many separate invoices does a typical unit turn generate?
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Rough average per unit. Cleaning, paint, HVAC, plumbing, touch-up - count each invoice separately.
3.3 How is vendor scheduling triggered for a unit turn?
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Please select
Automatically, the moment notice to vacate is entered into the system
Manually - on-site manager calls vendors after NTV
Mix - some vendors auto-scheduled, others manually coordinated
Varies by property / no portfolio standard
3.4 How are vendors rated and evaluated across the portfolio?
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Please select
On-site managers rate vendors after each job, ratings actively filter the vendor pool
Ratings captured informally (word of mouth) but not systematized
No structured vendor rating process
We have a preferred vendor list but no rating mechanism
3.5 Can you see what the same vendor charges across different properties?
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Yes / No / Sort of. If yes, how often do you actually look? If no, you're almost certainly overpaying at some sites.
3.6 When a vendor encounters scope creep, what happens?
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Please select
Vendor stops and requests written approval before proceeding - no surprises on the invoice
Vendor proceeds and charges the extra on the final invoice
Depends on the vendor - no portfolio standard
Not sure - ask AP
Scope creep = unexpected damage, overspray, etc.
3.7 How is paint color tracked for each unit?
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Please select
Color, vendor, and date attached to the unit record automatically every cycle
Maintained in a shared spreadsheet by property
Lives in one on-site person's head
Not tracked - we re-color-match every time
3.8 Do you carry a liability insurance umbrella that extends coverage to smaller vendors?
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This opens access to mom-and-pop vendors in secondary markets who usually price 20-30% below regional turnkey vendors.
3.9 What is your biggest make-ready pain point right now?
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NTV lag, invoice surprises, vendor quality variance, pricing opacity, specific crisis site? Be specific.
Section 4 - Inspections: Average Inspection Time (Minutes)
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THE NUMBERS
Section 4 - Inspections per Month (Portfolio)
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Section 4 - Number of Binders at Average Property
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Section 4 - Inspection Platform Cost per Year (USD)
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4.1 What inspection platform(s) do you use across the portfolio?
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Please select
Paper checklists only
Happy Co
Leonardo247
AppWork
InspectCheck or similar
PMS-native module
Mix - varies by property
Other
4.1.a If 'Other' or mix, specify:
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4.2 Does your inspection app layout match the actual walk through the unit?
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Please select
Yes - rooms appear in the order the tech walks them
Partially - standard unit types work, odd layouts don't
No - generic checklist in alphabetical or arbitrary order
Not sure - haven't observed
4.3 Is the tech required to confirm every item, or only flag exceptions?
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Please select
Exception-only - tech only flags what is broken, the rest defaults good
Check every item - every line must be affirmatively checked
Mix depending on inspection type
4.4 Can the tech narrate exceptions by voice during the inspection?
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Please select
Yes - voice-first inspection deployed
Voice notes attach to exceptions but form fields still require tapping
No - all input is typed
Not sure
4.5 Are compliance logs digitized or still in binders?
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Be honest. Many portfolios have digital for some and binders for others. The binders are where the hidden compliance risk lives. (Pool chemistry, refrigerator temps, MSDS, PM logs)
4.6 What is your biggest inspection pain point right now?
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Section 5 - Knowledge and Workforce: Annual Tech Turnover (%)
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THE NUMBERS
Section 5 - Average Tech Tenure (Years)
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Section 5 - Percentage of Techs 55+
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Section 5 - Average Ramp Time for New Tech
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5.1 Tech tenure distribution across the portfolio
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Rough breakdown: how many techs at 0-2 years, 3-5 years, 6-10 years, 10+ years? If you don't have exact, give your best read.
5.2 What training platform do you use for maintenance techs?
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Please select
Formal LMS (Grace Hill, Edge2Learn, or similar)
In-house LMS / SharePoint library
Peer mentoring program (no LMS)
Vendor-provided training (manufacturer or distributor-led)
No formal training program
Mix
5.2.a If you have an LMS, what is the actual usage rate in the last 90 days?
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Self-reported is fine. 'Nobody uses it' is a valid answer and a common one.
5.3 When a senior tech leaves or retires, what is the handoff process?
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Describe the real process, not the policy. Do they write anything down? Shadow a replacement? Gone-and-forgotten? This reveals the biggest capital loss in the operation.
5.4 Have you lost any techs in the last 24 months whose specific knowledge was irreplaceable?
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Yes/no and a sentence. 'We lost Mike, who had been here 18 years and knew every chiller in the portfolio' is the level of detail that helps.
5.5 Do you use any AI-powered tools today for maintenance troubleshooting, dispatch, or knowledge retrieval?
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Please select
Yes - one or more AI tools deployed
Evaluating / in pilot
Interested but not started
Not on the roadmap yet
5.5.a If yes or in pilot, which tools?
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5.6 What is your biggest workforce or knowledge pain point right now?
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6.1 List every platform currently deployed across maintenance operations and the scope of deployment
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PMS, work order, inspection, turn management, procurement, LMS. One per line. Note whether it's portfolio-wide or only at some properties.
6.2 Annual maintenance tech stack spend per unit
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Rough is fine. Industry median is $15 to $40 per unit per year across all maintenance tools.
6.3 How is procurement organized for the portfolio?
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Please select
Centralized - corporate negotiates master contracts, sites buy from preferred vendors
Regional - regional teams negotiate within their market
Decentralized - each on-site team buys from local vendors
Hybrid / in transition
6.4 What is your annual maintenance budget variance (budget vs actual) across the portfolio?
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A number or range. 'Consistently 8 to 12% over' or 'on target most years' is fine.
6.5 What tool or platform are you most frustrated with today, and why?
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Name it specifically. This is the data point that drives the vendor-matching conversation at the summit.
7.1 Rank the four pain areas in order of current urgency
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1 = highest urgency, 4 = lowest. Areas: work order operations, make-ready / unit turns, inspections and compliance, knowledge and workforce.
7.2 What initiatives have you already tried in the last 24 months? What worked and what didn't?
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Be specific. 'We tried X platform in 2023, deployed at three properties, killed it because Y.' Failed initiatives are often the most useful data.
7.3 What is your realistic capex and opex budget for new maintenance initiatives over the next 12 months?
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Ballpark. Helps the audit calibrate recommendations to what is actually deployable.
7.4 Who are the decision-makers on new maintenance tech or process changes?
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Names and titles. CFO sign-off? Asset management? Ownership committee? This is often the real blocker on mechanism deployment.
7.5 Is there a single outcome that would make this audit the most valuable thing you did this year?
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Be specific. 'Cut turn time in half' or 'retain knowledge of 3 retiring senior techs' or 'get out of binder hell' all work.
7.6 Anything else we should know before building your audit?
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Recent acquisitions, planned dispositions, executive transitions, portfolio strategy shifts, regulatory pressure, anything that will shape what we recommend.
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