Third-party management at scale creates a specific leadership problem: the people closest to the properties report to someone who reports to someone who reports to you. By the time a real operational issue surfaces, it's already compounded. The Regional Vice President role at Asset Living exists precisely to shorten that chain, giving Regional Managers a senior resource who can read a portfolio's performance, engage ownership groups directly, and make decisions without waiting for three layers of approval.
Asset Living is a fee management firm with a portfolio that crosses multifamily, student housing, build-to-rent, single-family rentals, affordable housing, and active adult communities. The Reno-based RVP will oversee a regional portfolio of residential properties, working directly with Regional Managers and their site teams. This is a senior operations role, not a figurehead position. You'll be in budget reviews, on client calls, walking properties, and working through capex decisions alongside the people responsible for day-to-day NOI performance.
A meaningful portion of your time goes toward Regional Manager development. Setting goals, identifying gaps, coaching through difficult client situations, and building succession depth so the region doesn't depend on any single person. You'll also carry direct client responsibility: ownership groups expect a senior point of contact who understands their asset goals, can speak to T-12 performance, and will flag problems before they become surprises. Asset Living's third-party model means client retention is an operational outcome, not just a relationship management task.
Operationally, you'll support budget development, review capital projects, and push for process consistency across a geographically spread portfolio. Travel runs roughly 25 to 50 percent of the time, which means property visits, conferences, and client meetings are a regular part of the rhythm, not occasional add-ons.
What separates strong candidates here is the ability to operate in a third-party context. In fee management, your clients have their own opinions about how their assets should run, and those opinions don't always align with best practices. The RVPs who do well in this structure are the ones who can hold a professional position with an ownership group, advocate for the right operational call, and still keep the relationship intact when the conversation gets uncomfortable. Pure operators who've only worked in-house sometimes underestimate how much of this role is client management layered on top of portfolio management.