My time at West 22 was one of the most challenging and rewarding chapters of my professional journey. Managed by Campus Life and Style (CLS), the same company that managed The Blake, West 22 was an 850-bed, garden-style student housing community spanning 26 buildings approximately three miles from Kennesaw State University. Working at a property of this size challenged me to strengthen my leadership, adapt my approach, and grow both personally and professionally. Reaching budgeted occupancy required persistence, creativity, and a committed team effort. I am especially proud of the determination my team and I demonstrated as we consistently worked toward that goal.
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While at West 22, I was nominated for and enrolled in CLS’s five-month Excelleration program alongside 10 other aspiring General Managers. Designed to prepare participants for future General Manager opportunities within the company, the program combined hands-on experience assisting at different properties with in-person training at our corporate offices alongside the corporate team. This opportunity expanded my understanding of property operations and strengthened my foundation for future leadership roles. I remain grateful for the challenges, mentorship, and opportunities for growth I experienced at West 22 and throughout my time with Campus Life and Style.
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From August 2022 through October 2024, I worked as the Leasing and Marketing Manager at The Blake, a 733-bed student housing community located approximately half a mile from Kennesaw State University. In this leadership role, I oversaw leasing operations, marketing initiatives, outreach efforts, and resident engagement. The garden-style property consisted of six buildings and featured a unique townhome-style design, with apartment entrances located on both the first and third floors. The community offered floor plans ranging from one-bedroom apartments to four-bedroom apartments.
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During each year of my time at The Blake, my team and I achieved 100% occupancy and successfully backfilled cancellations and no-shows well before move-in. I also developed valuable local partnerships with well-known businesses and brands, including Chick-fil-A, Alani Nu, PRIME, Tin Lizzy’s, Taziki’s, and McDonald’s. These partnerships strengthened our marketing efforts, increased resident engagement, and created a stronger connection between the property and the surrounding Kennesaw community.
My time at The Indy marked an important step in my career as I took on my first Assistant General Manager position. Built in 2021, this 550-bed community was also my first experience managing a midrise property. Working at such a modern, well-maintained community was refreshing and provided a valuable environment for learning a new role. I joined during the property’s transition from Campus Life and Style to BHOM Student Living, then the student housing sister company of BH. Another organizational transition followed as BHOM and BH separated into independent companies, giving me experience adapting to changing processes while supporting daily operations.
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Stepping into the Assistant General Manager role introduced new responsibilities, particularly in the financial management of a property. Managing rental payments, resident accounts, and collections challenged me to expand my knowledge and strengthen my attention to detail. Throughout my time at The Indy, I consistently maintained monthly delinquency below 2%, an accomplishment that reflected my focus on account management and resident communication. This experience helped me build confidence in a new position and established a strong foundation in the financial and operational responsibilities of property leadership.
Joining Pavilion Kennesaw as an Assistant General Manager has been a meaningful opportunity to help shape a community during a period of change. I feel blessed to be part of Yugo’s global student housing team, having joined alongside an entirely new management team during the property’s transition from Landmark to Yugo. From the beginning, we had the opportunity to make a difference in daily operations and the resident experience.
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The community faced significant challenges, including high delinquency, limited promotional efforts, and several amenities and access systems that were out of service. These issues affected the value residents felt they were receiving and created challenges for renewal retention. Our focus was on addressing these foundational concerns, rebuilding resident trust, and creating a community people wanted to continue calling home. When our team arrived, the 681-bed property had only 100 renewals. By the end of the leasing season, we reached a 40% renewal rate, progress that I am proud to have contributed to alongside my team.
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The support and encouragement I have received at Pavilion Kennesaw have made this experience especially rewarding. Being part of a team committed to improving the community has strengthened my leadership skills and reinforced how closely operational performance and resident satisfaction are connected. I am grateful for the opportunity to contribute to this next chapter for Pavilion Kennesaw and excited to see where my journey with Yugo takes me.