Before this was a consulting practice, it was a leasing office in Southern California.

I was a Leasing Consultant at Cushman & Wakefield — working across a luxury high-rise and a garden-style property in the same region, learning what actually makes a prospect choose one place over another. Nobody told me to create custom leasing packets for every inquiry. Nobody asked me to design my own follow-up materials after tours. I did it because I understood, even then, that the experience a prospect has between first contact and signed lease is where most properties either win or lose — and most of them were losing without knowing why.

It kept me at the top of the leasing board. More importantly, it showed me something I've never stopped thinking about: the gap between what a property's marketing promises and what the actual experience delivers is almost always where performance breaks down.

That observation became the foundation of everything I do now.

After Cushman & Wakefield, I moved to the East Coast and spent time in digital operations at Ralph Lauren — learning what institutional-grade brand management actually looks like when it's done at the highest level. The standards, the consistency, the way every touchpoint is treated as a reflection of the whole. That experience shaped how I think about multifamily brands and why most of them are operating so far below what's possible.

Cerises is the intersection of those two worlds. Two years of consulting have confirmed what I suspected from the beginning — most operators aren't missing effort or intention. They're missing a specific kind of perspective. Someone who can look at a portfolio and see not just what's broken, but what it would take to make it exceptional.

I've been told I show people their own organization through a lens they've never looked through before. That's the work. That's what I'm here to do.