Pros
Benefits and close to home
Cons
I have never been so let down and disappointed In all my years in the multi family industry. Or had less support when it comes to mental health due to stress created by such an unorganized takeover of a property. I have a very strong background in acquisitions so I know of what I speak. So to say that myself and entire staff was shocked when Greystar; the “multi family leaders” completely dropped the ball on this property takeover would in fact be a monumental understatement of the decade!! I feel the need to paint a very vivid and honest picture of what has taken place: Greystar took over 2 properties for a new owner, this owner also had another “pet” investment company that he has rolled into both of these properties. I cannot use this ”pet” companies name because this review will not get posted. A huge side note to this takeover with a “new owner”, 2nd “pet company” —-is ALL 8 EMPLOYEES ARE NEW TO GREYSTAR!!! Below are the bullet points to this debacle—— 1–New owner 2–All 8 employees new to Greystar 3–The RPM did not show up the first week of takeover. Instead spent the first week and half at the 2nd property that had a manager that had been with Greystar for a few years. And over the past 10 weeks the RPM might have showed up 8 times and stayed less than hour each times. And when she did come she came late and made all of the office staff stay late. 4–After day 2 all support left us except one very amazing manager that was our only help. 5—2 weeks after takeover the DO stopped by for 5 minutes on her way to a Christmas party, just long enough to hand me a bottle of wine so I could give to the RPM for her. THIS WOULD BE THE LAST TIME I WOULD EVER SEE THE DO!!! 6—None of the vendor accounts were set up prior to takeover. Trust me anyone who knows anything about a takeover or new acquisition knows this MUST be done PRIOR. 7—The software Entrata is what it’s owner uses. A software that NONE of the 8 new Greystar employees were familiar with. Nor was Greystar but we were all promised training and support. 8—The “support” we were promised consisted of hours and hours of online training courses that none of us had time to complete while knee deep in resident questions and complaints, or if we asked our RPM for help she would state “open a help desk ticket” which is code for “I don’t know the answer or have the time to help you”. 9—3 weeks into takeover my RPM told me I would have to learn Yardi to pay bills, which I did a have great manager come and assist and train me for a few days. Then 3 weeks later changed bill paying to OPS. Thankfully I have an extensive background with this software but seriously how did my RPM not know and why did I have to use Yardi and take more time to learn something I would only used for 3 weeks. During all of this time getting more and more behind. 10—Takeover was in early December and it took almost a month until Entrata went live for us. So everything had to be done by hand and kept up with on a daily basis and then added day by day once we went live. Then all of the rent mapping was wrong and it was discovered by the residents that they had being over charged by the owners for items and upgrades in their apartment that they did not have. Needless to say they felt the owner had been cheating them and wanted the new Greystar staff to give them answers that we did not have or know the answers to. 11—The petty cash card was requested the first week of takeover, yet another thing that the RPM should have had completed and ready to give to the manager within the first few days of takeover. So in order to buy office supplies, water for the staff and guests, wow fridge items and pay for “mandatory” resident events I funded this stuff with my personal money. Me a brand new Greystar employee!!!!! 12—Side note to #11: It took several reminders to my RPM and minimum FIVE HELP DESK TICKTS to finally get my petty cash card TEN WEEKS LATER!!!! 13—During the interview process all 8 employees were told the owners second “pet company” would not require any extra work from us. That has tuned out to be a complete an utter lie and misrepresentation. The entire staff knows we actual have 2 jobs and work for 2 companies. 14—WORK LIFE BALANCE IS ZERO! During this time I worked a minimum of 20 hours overtime at home in the evenings and every weekend at home. 15—I do not mind working hard and I know it’s part of the business and a takeover but the lack of support, working at home after hours, the stress effected my sleep. I was literally sleeping 3 hours a night. The stress was over whelming that is had to go to the Dr. and she put me on 3 medications for anxiety, panic attacks and a sleep aid. 16—I confided this private medical information to my RPM, I trusted her and wanted her to know for my mental health I felt it was needed and wanted to be a good leader that was not stressed all the time. So to say I was beyond hurt and disappointed when my assistant came to and told me my RPM discussed my private mental situation with her and then made fun of me being “worthless with my door shut having a mental breakdown”. I am the type of manager that does not work with the door closed, I feel I needed to be available for my staff and residents. Especially during a messy takeover but was instructed more than once by my RPM to “close my door and window blinds so I could work with no interruptions”. I am so disgusted and disappointed by this treatment only by which I can describe as indefensible. 17—My leasing agents also I formed me that my RPM pulled them aside and asked how is was doing and shared the fact that she thought my morning meetings were “a waste of time and unprofessional”. The only things the girls expressed to my RPM is that they did not feel supported by the assistant manager. Something that I addressed as a group with all of them and we were working through it together as a team. One of my agents came into my office crying to me because she felt so bad. They expressed that the RPM made them feel uncomfortable and they did not know how to answer her and it felt very shady. My finale to this very long story is to let you know that on top of everything else, 3 weeks after takeover I was informed that I would be required to process about 500 past due invoices dating back to 2021 in the amount of about $2.5 million dollars. Talk about sketchy….. I have been in this industry a long time and have never seen such unprofessional, unorganized and sketchy takeover and I had a gut feeling and I was right. GREYSTAR DID NOT DO A DUE DILIGENCE ON THESE PROPERTIES PRIOR TO TAKEOVER. THIS IS RULE NUMBER ONE ON TAKEOVER AND ACQUISITIONS. Shame on you for putting us through this. Unforgivable and I will continue to to tell this story and warn people.