A Year After EdTech:
A New Chapter in Property Management
Last July—a year ago now—I left the field of K-12 EdTech. I worked in EdTech for nearly two decades (which is wild to admit, especially since I’m still so youthful 😉). I loved working in the field. My passion was deeply rooted in the desire to improve the lives of youth by serving those in the honorable profession of teaching.
I helped found and grow an EdTech company from a startup with 7 people to a bustling company with nearly 100 incredibly talented, mission-driven humans. In 2022, I oversaw what, by most objective measures, could be called a very successful exit to a PE-backed company. But after nearly 20 years, I was feeling stagnant and quickly became disillusioned by seeing firsthand how private equity was changing the EdTech landscape.
So, in July of 2024, I decided it was time to leave and try something new. But what?
From Business Management to Property Management
Like many Americans, I’ve always been fascinated by real estate. The idea of transforming a drab home full of potential into something bright and beautiful is appealing to a lot of us. (I mean, how many HGTV shows cover flipping homes or buying vacation rentals? A lot—that’s how many!)
When my husband and I started talking about building a business together, the idea of rehabbing properties naturally came up. To be honest, he was more enthusiastic than I was—after all, we’re 18 months into our own primary bathroom remodel. I mean, know thyself, right?
Around this time, my sister introduced me to a good friend of hers—Michelle Ketchum, an amazing female entrepreneur who built Acorn + Oak, a highly successful residential property management business in Durham. She encouraged us to chat, and through several conversations I began to understand and appreciate the work Michelle and her team at Acorn + Oak were doing.
What Property Management and SaaS have in Common
As I dove deeper into the business model of single-family residential property management, I realized that its financial mechanics weren’t so different from a SaaS business. It offered strong cash flow potential and a recurring revenue model that relies on excellent service—to both clients (homeowners and investors) and end users (tenants)—to maximize renewals and minimize churn.
Michelle also showed me that while property managers often get a bad rap, it is possible to help owners and investors be profitable and to serve tenants well. As I thought more about the mission-driven side of property management, I remembered my first job after college at the SC State Housing Authority, where I helped first-time and low-income homebuyers. I reconnected with how important—and often taken for granted—having a home really is.
As someone who spent her entire childhood living in rental homes, I understand firsthand the impact that quality rental housing has on individuals and families, especially children.
I also began immersing myself in the industry—listening to NARPM leaders, scouring the Bigger Pockets platform, and learning from experts like Marc Cunningham at PMBuild, and drafting a business plan while completing the real estate commission's licensure requirements to become a property manager.
A Sign (and a John Deere)
Midway through my licensing course, a property came on the market down the street. My husband and I took it as a sign: we should buy it and try our hand as investment property owners. Nothing like learning by doing, right?
We got to work making it rent-ready—him riding up and down the street on his John Deere (the neighbors loved that), and me walking with gallons of paint. We even managed to put the kids to work.
During one of these paint runs, I met a new neighbor, Whitney. When she heard our plans, she offered to help—she had 16 years of property management experience and offered to help market the house or screen tenants.
And then it hit me: What if I partnered Whitney’s deep operational experience with my business background?
When the Universe Sends a Sign, Listen
This wasn’t the first time I’d had a serendipitous moment like this. Years ago, I met someone I knew I needed to partner with, and pursuing that instinct turned out to be radically game-changing. (Thank you, Christine Nicodemus!) I’ve learned to listen when the universe sends a gift.
Whitney and I began to talk, and before long, I pitched her the idea of starting a different kind of property management business—one that combined her expertise with my business experience.
Over the past 16 years, Whitney had personally managed or overseen more than 800 units in our community. She knew how to keep investors happy, but her real passion was taking great care of her tenants.
Spotting the Gaps in the Market
As Whitney and I began researching our market, two types of competitors emerged:
- Legacy firms – Often family-run and in their second or third generation. These companies tend to lag in marketing and tech. Grainy property photos and in-office key pickups are still the norm.
- Out-of-state, PE-backed firms – These companies have solid operational models, but little local knowledge or connection to the community. Their systems are designed to extract value for investors—not serve property owners or tenants in meaningful ways.
Both models left a wide-open opportunity.
Doing Things Differently
We believed we could serve the middle to higher end of the rental market—an overlooked segment. By specializing here, we could offer high-quality service to both owners and tenants.
For example, while many PM firms allow self-showings, we decided we would personally chaperone all property tours. This protects our clients’ homes and gives us one more opportunity to screen potential tenants.
We also noticed that many competitors lock property owners into inflexible 12-month contracts. But many owners—especially those who inherit homes or are caring for aging parents—need flexibility. That’s why we decided to offer month-to-month agreements, putting the onus on us to earn our clients’ trust and business each month.
We also wanted to be true partners to local real estate agents. We’ll help their investor clients evaluate potential rental homes and assist renters who need more time to find their dream home. And because we aren’t buy/sell agents ourselves, REALTORS® can refer clients to us without worrying we’ll poach their business.
Finally, we wanted to be hyper-local—focused exclusively on York County communities like Rock Hill, Fort Mill, Clover, York, Lake Wylie, and surrounding SC towns. Whitney grew up here. I’ve lived here for 20 years. We know the people, the neighborhoods, and the potential of this community.
It doesn’t hurt that York County is growing fast. According to projections, the Charlotte metro area could grow by 50% over the next 25 years. With the suburban shift, York County is poised to capture a significant share of that growth—and we want to be the ones welcoming new residents to their first York County home.
The Right People, the Right Time
As we finalized our business plan, one of Whitney’s longtime friends—an experienced York County real estate professional—heard what we were doing and wanted in. We weren’t actively seeking investors, but they (and their business partner) quickly demonstrated the value of aligned, supportive advisors. We’re thrilled to have them as minority investors and cheerleaders for what we’re building.
Just Getting Started
We’re only at the beginning—but I’m so excited to be doing something new with an incredible partner who’s a true expert, supportive investors, and (as always) the amazing support of friends and family—especially my husband, Brian.
I’m energized by the opportunity to support property owners in managing their most valuable assets. But I’m even more excited to be a small but meaningful part of the lives of our residents—our neighbors—by providing them with quality housing.
After all, home is where so much of life happens.