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The Collier Companies

Is this your company?

Greed, Greed, Greed - Community Manager The Collier Companies Employee Review

1.0
Jun 25, 2013
Recommend
CEO approval
Business Outlook

Pros

When I started with the company 14 years ago, it was a good company that truly appreciated it's Team Members.

Cons

The upper management just continue to give themselves promotions (making positions when there isn't one) and raises. They don't care about their Team Members that work hard to make the company successful. The company has changed dramatically towards the Team Members as well as the residents of their apartment communities. They are cold & hard people who only care about making money. They talk about being customer service driven, etc but that's a huge joke. The company only cares about the almighty dollar. The turnover rate is huge. They'll try to explain that by saying that they hire a lot of college students for part time work and of course they move on. But the turnover at the regional level is high as well. Regional Community Managers come and go like a revolving door.

Explore other reviews about The Collier Companies

5.0
Jul 3, 2026
Recommend
CEO approval
Business Outlook

Pros

Active development from within the company

Cons

Heavy on quotas and goals

2.0
Feb 14, 2026
Recommend
CEO approval
Business Outlook

Pros

The Collier Companies provides valuable exposure to student housing operations, leasing cycles, and Turn preparation. The experience helped me strengthen my operational skills, particularly around leasing, renewals, and supporting community performance. The company offers structured systems and processes, and the experience can be beneficial for those looking to build a foundation in student housing or property management.

Cons

The quality of the work environment can vary significantly depending on the onsite leadership. In my experience, communication and leadership transparency were inconsistent. Important operational decisions, including staffing and benefits discussions, were not always communicated proactively, which created challenges in effectively managing responsibilities. During my resignation process, the response from onsite leadership was unexpectedly hostile and unprofessional. Rather than a constructive transition conversation, the interaction became personal and confrontational. This made it difficult to complete a standard transition period comfortably. There was also a culture of pressure tied closely to performance metrics, and communication around expectations was sometimes delivered in ways that increased anxiety rather than providing constructive support.

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