Senior Manager, Asset Management & Systems

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Senior Manager, Asset Management & Systems

Senior Manager, Asset Management & Systems
Miramar

Description

Senior Manager, Asset Management & Systems

Reports To:

Director of Investments & Analytics/ Asset Management

Position Summary

• Monitor property performance including occupancy, collections, revenue, expenses, NOi, leasing, Cap Ex, and other key KPls.
• Identify performance issues, risks, and value-creation opportunities and work with property teams on corrective action plans.
• Support budgets, forecasts, business plans, financial analysis, underwriting, and investment decisions.
• Assist with portfolio reporting and recommendations to senior management and ownership.

• Participate in property walkthroughs and recurring asset performance assessments.
• Evaluate property operations, physical condition, deferred maintenance, capital needs, leasing performance, and market positioning.
• Prepare property assessment reports and maintain action plans to ensure identified issues are tracked through completion.
• Coordinate with Property Management, Construction, Accounting, and other teams to drive execution.
• Lead and support cross-functional Asset Management initiatives across the portfolio.
• Establish project plans, responsibilities, milestones, and reporting to improve accountability and execution.
• Support Cap Ex planning, operational improvements, property transitions, due diligence, and other strategic initiatives.

• Business systems and operational enablement. Own the software stack across the portfolio: property management, accounting, CRM, project management, communications, and reporting. Assess what's in place, identify redundancy and gaps, and define the target state. Lead selection, negotiation, implementation, and adoption of new platforms.
• Process automation. Identify high-volume manual work across operations, finance, leasing, and administration, and eliminate it through workflow automation, integrations between systems, and custom tooling. Prioritize by hours recovered and error rate reduced.
• Custom tooling and internal applications. Build and deploy internal tools where off-the-shelf software doesn't fit the business: dashboards, trackers, reporting layers, Al-assisted workflows, and lightweight applications tailored to how the entities actually operate.
• Data and reporting infrastructure. Establish a single source of truth for operating and financial data across entities. Build the reporting layer that produces consistent, current portfolio views for ownership and department heads, replacing manual spreadsheet assembly.
• Al enablement. Identify where Al meaningfully reduces workload or improves decision quality across the business (document review, drafting, analysis, triage, tenant and vendor communication) and deploy it with appropriate controls. Train staff on practical use and maintain standards for what runs through these tools.
• Process documentation and standardization. Convert person-dependent knowledge into documented, repeatable process across the entities, so operations survive turnover and new hires ramp quickly.
• Vendor and systems governance. Own relationships with software vendors and implementation partners. Manage contracts, renewals, and consolidation opportunities. Maintain oversight of access, permissions, and data handling across platforms.
• Change management and adoption. Partner with department heads to drive adoption of new systems and process. Deliver training, monitor usage, and own the outcome, not just the deployment.