General Manager

The Skills That Drive This Role

General management in commercial property isn't a single discipline. It's four or five disciplines running simultaneously. The person who thrives here is equally comfortable reading a variance report at 8am, walking a vacant suite with a prospective tenant at 10am, coaching an underperforming team member at 2pm, and fielding an owner call about Q3 NOI projections before close of business. Lincoln Property Company is looking for someone who can hold all of that without dropping any of it.

The financial fluency required here goes beyond basic budgeting. You're preparing and presenting annual operating and capital budgets, managing CAM and OpEx reconciliations, tracking AR and reporting delinquency status to clients with actual recommendations, not just numbers. You need to understand what the T-12 is telling you and where the asset is headed. Yardi or MRI experience helps significantly. Kardin experience is a plus. Excel at an intermediate to advanced level isn't optional.

Communication is the other load-bearing skill. You're the primary contact between ownership and the property. That means translating operational complexity into clear, concise reporting that clients can act on. It also means knowing when a difficult conversation with a vendor, a tenant, or a direct report needs to happen and not waiting for someone else to have it.

What You're Actually Managing

This is a senior leadership role overseeing large, complex commercial assets, which may include office, retail, or industrial properties, or a combination. You may have property managers or senior property managers reporting directly to you, and you may carry oversight responsibility across multiple assets or portfolios. The scope is real.

• Full P&L accountability: budgets, variance reporting, capex planning, and owner reporting
• Lease administration oversight, including lease setup, changes, expirations, covenants, and encumbrances that affect asset value
• Vendor sourcing, bid analysis, contract compliance, and service quality management
• Tenant lifecycle management from onboarding through retention, including move-ins, move-outs, and proactive tenant care programs
• Emergency preparedness: documented plans, resource readiness, and team drills
• Team leadership: hiring, scheduling, performance evaluations, cross-training, and day-to-day coaching

Vacant spaces need to stay tour-ready. That sounds minor. On a large asset, it reflects the general standard of how the property is run, and owners notice.

What Sets Strong Candidates Apart at This Level

Lincoln Property Company operates at institutional scale. The General Manager here isn't just keeping the lights on. You're functioning as an owner representative, which means your recommendations carry weight and your judgment is trusted. Candidates who succeed in this role tend to combine sharp financial instincts with genuine people management ability, two skills that don't always come in the same package.

A CPM or RPA designation signals that you've invested in the profession, and LPC recognizes it. Five to eight years of relevant commercial experience is the baseline. What separates good candidates from great ones is usually the ability to forecast, not just report. If you can look at a lease expiration schedule, model out the revenue risk, and bring a thoughtful recommendation to an owner before they ask for one, that's the profile this role rewards.

Austin's commercial market has seen real pressure on occupancy across certain asset classes in recent years. A GM who understands how to manage retention proactively, structure concessions thoughtfully, and keep NOI stable through a soft leasing period will find this environment genuinely interesting work.