Community Manager

Student housing operates on a calendar that doesn't care about yours. Lease-up timelines are locked to academic years, turn happens in a matter of weeks rather than months, and the resident base turns over almost entirely in a single summer. If you've managed conventional multifamily, you understand occupancy and NOI. Student housing adds a layer of intensity that sharpens every one of those skills faster.

The Scion Group is filling a Community Manager position at University House Midtown in Atlanta, a market with deep student housing demand anchored by Georgia Tech and Georgia State. This role carries the full weight of general management: budget ownership, team leadership, leasing performance, facilities oversight, and the annual turn process that defines whether the asset starts the academic year in strong shape or scrambling to catch up.

Day-to-day, the job moves between financial and operational work. You're reviewing variance reports and managing month-end processes one hour, then walking units with a vendor on a punch list the next. During turn, the role gets genuinely physical. Scion is direct about this: moving furniture, clearing resident trash, and helping the facilities team hit deadlines are part of the job. That's not a footnote. It's how you build credibility with your team and keep the timeline intact when volume spikes.

The financial scope here is real. You'll prepare annual and capital budgets, manage NOI targets, track concessions and leasing velocity, and work through month-end close with partner departments. Scion uses Vena for budgeting and Entrata as the property management system, so comfort with purpose-built PM platforms matters. The role also carries revenue responsibility beyond base rents, including gain-to-lease performance and market rate achievement.

From a career development standpoint, this role builds something specific. General managers who succeed in student housing tend to develop unusually strong turn execution skills, high-volume leasing instincts, and team management experience under real deadline pressure. Those skills translate directly into regional manager roles, director-level operations positions, or asset management functions. Scion's internal structure includes a learning reimbursement program, which signals that upward movement is supported rather than assumed.

What Scion Is Looking For

• At least three years managing a residential community with a team of three or more direct reports
• Demonstrated experience with financial reporting, budgeting, and expense management
• Proficiency with property management software, with Entrata experience preferred
• Strong conflict resolution and vendor management skills
• Availability for after-hours on-call response and non-traditional hours during peak periods
• Eligibility to work in the United States (visa sponsorship is not available)

The candidate who stands out in this kind of role combines financial discipline with genuine presence on the property. Reviewing numbers in isolation isn't enough. Scion's scorecard model and monthly property walks mean the GM is expected to see problems before they appear in the data, not after. If you've managed through a full academic-year cycle and understand how turn performance connects to NOI, you'll find the scope here both familiar and worth growing into.