Monica Morgan

The Pivotal Companies

After spending the majority of my career as "the fixer" in a variety of student, multifamily, military and conventional housing management companies, I decided to build a company that could provide the attention clients want from a boutique agency with the results they expect from a full-service one. With a team that has acquired over a collective 99+ years’ experience either onsite or in multiple corporate positions under industry leaders such as Lincoln Property Company, Peak Campus & Coastal Ridge Real Estate, The Pivotal Companies is able to hit the ground running to partner with clients in strategizing the best path forward for stabilization and growth.

Key accomplishments include:

■ Turned assets from 60% occupancy to 95% plus within six months of asset management

■ Secured leases in the southeastern market that surpassed the rest of the market by 8.2% 
through strategic operational and marketing actions

■ Grew to a nationwide resource serving 158 markets and over 250 clients and growing

■ Developed a client base including industry leaders such as Peak Campus, and Campus Advantage

■ Honored as one of the Top 10 Businesses in 2020 by New York Weekly

Services we offer include:

● Talent Deployment
● Digital Marketing | Email Lists
● Guerilla | Tactical Marketing
● Due Diligence | Audits
● Promotional Items
● Management Services
● Virtual Assistance
● Recruiting
● Influencers
● Training Services 

I like to think our success reflects not only the service we provide but also the way in which we provide it. A high I on the DISC assessment, I emphasize building relationships and collaborating with others to get things done. When brought in to help an asset, we consider ourselves an extension of the team on the ground and lean into problem-solving, firing on all cylinders to develop out-of-the-box solutions that move the asset forward in a positive direction.

Entrepreneur ◆ Student & Multifamily Housing Expert ◆ Asset Stabilization ◆ Property Management Pro

The Burning Bra 

I co-founded this non-profit organization with my two daughters to provide support and resources that empower women in the home, the workplace and the community. Our mission reflects each of our own experiences and the challenges we see other women facing each and every day in order to live their best lives. 

The services we provide include:

TO EMPOWER WOMEN
● Career Coaching
● Mentorships
● Resume Building
● Conferences for Learning and Networking

TO SUPPORT FOSTER AND ADOPTIVE PARENTS
● First week home programs
● Clothing donations
● Post-adoption support
● Support groups

TO HELP WOMEN SEEKING A SAFER HOME ENVIRONMENT
● Connecting with resources to escape domestic violence
● Support groups

Our nonprofit is run entirely on donations and volunteers who join us in advocating for women. I’d love to discuss how you could contribute your expertise, time and resources to further our mission to empower women to move in the direction they want to go.  

● monica@thepivotalcompanies.com   ● 615.439.7314

Co-Founder ◆ Executive Director ◆ Women’s Advocate ◆ Empowering Women

Lett9r Management

Based on my successful record of stabilizing underperforming assets, I was recruited to this position to manage five struggling student housing assets spread across five markets and totaling 3500 beds. After conducting an analysis of the market, financial viability, people and team structure, policies and procedures and product assessment, I was able to make strategic changes to support the portfolio’s growth, increase profitability and improve the customer experience.

Key accomplishments included:

■ Increased portfolio occupancies from low 80s to 95+% in less than one year, beating NOI

■ Increased focus on collections and bad debt which generated savings for the organization

■ Created business infrastructure and guardrails to support company goals and introduced system-wide policies and procedures to ensure consistent and reliable reporting

Lett9r Management is a small owner asset management company.

Vice President of Operations ◆ Asset Stabilization ◆ Turnaround Strategy ◆ Increased Occupancy

Peak Campus

I began my tenure with Peak Campus as a Property Manager and was quickly promoted to National Operations Specialist followed by Regional Manager and ending as Director of Sales, all within five years. Responsibilities included Regional Marketing and Leasing Campaigns, Strategic Marketing Planning and Initiatives, Recovery Action Planning, Sales Analysis and Trends, and International Brokerage Relations and contracts.

Key accomplishments included:

■ Supervised 16 National Leasing Specialist direct reports, covering sales operations for over 120 assets

■ Managed highest portfolio sales performance in organization’s history

■ Earned reputation as a new start and struggling asset specialist 

■ Honored as Employee of the Year

Peak Campus is one of the nation’s leading student housing real estate companies.

Director of Sales ◆ Regional Manager ◆ National Operations Specialist ◆ Property Manager

Edwards Student Housing Management Company

I was brought in to oversee staffing, budgeting and forecasting, marketing and advertising, resident retention, resident programming, operations and university relations for an 840-bed student housing asset. In addition, I traveled to other markets within the company’s portfolio to provide leasing assistance. 

Key accomplishments included:

■ Led training and development for staff within the portfolio, including Leasing Bootcamp Training

■ Increased underperforming asset’s lease commitments from 40% at April prerelease to 98% by August move-in 

■ Established a reputation as the go-to expert across the company for correcting struggling assets 

Edwards Student Housing focuses on the development, construction and management of off-campus student living adjacent to major college campuses.

Multi-Student Housing Site General Manager ◆ Asset Stabilizer ◆ Training and Development 

Asset Campus Housing

Managed and staffed large student housing development in Murfreesboro, TN. Marketing, Advertising, University Relations, Resident Retention, Budget Forecasting, Accounts Recievables &amp; Payables, Assisted in file auditing for new acquisitions. Leasing Bootcamp Training &amp; Development.

Management

University Housing Group

Regional Property Manager

Miles Properties, Inc

Performance Planning/Training/Sr. Manager

Fogelman Management Group

Leasing, Sales, & Resident Retention for 989 Unit Community in Stone Mountain, Georgia.

Leasing

Monica Morgan | Asset Stabilization Specialist | Multifamily & Student Housing Turnaround Expert | Founder, The Pivotal Companies

Transforming Underperforming Properties into Profitable Powerhouses

For 30+ years, I’ve been the “go-to fixer” for property owners, investors, and management companies facing high-stakes challenges in student and multifamily housing. When properties stall, I don’t just consult—I roll up my sleeves, deploy proven teams, and deliver hands-on solutions that drive occupancy, revenue, and long-term value.

Why Asset Owners Call Me First:
I diagnose complex asset issues fast—no fluff, no wasted time.
My team and I implement tailored, data-driven strategies that get real, measurable results.
We don’t just stabilize properties; we transform them into top performers and set the stage for lasting growth.

What Sets Us Apart:
Hands-On Asset Stabilization: We’re not advisors on the sidelines—we’re on the ground, leading the turnaround.
Blended, Holistic Model: Operations, leasing, marketing, and staffing—all integrated for maximum impact.
Proven Track Record: 460+ clients, 200+ markets, and 152 successful deployments in 5 years.
Industry Expertise: 99+ years combined team experience, DEI and Fair Housing certified.

How We Deliver Value:
Rapid audits and market analysis
Creative, actionable solutions for occupancy and revenue lift
Onsite leadership and ongoing performance monitoring
Customized support for owners who want real change—fast

My Mission:

To help owners and investors reclaim underperforming assets and unlock their full potential—with transparency, urgency, and a collaborative approach. I believe in building legacies, not just fixing properties.

Empowering Others:
As founder of The Burning Bra nonprofit and a dedicated coach, I’m committed to elevating women in property management and real estate—helping them build confidence, careers, and community.

Let’s Talk Results:
If you’re ready to move beyond “quick fixes” and want a partner who will deliver real transformation, let’s connect. DM me, book a call, or visit The Pivotal Companies.com

Ready to stabilize, rebrand, and grow? Let’s make your property the next success story.

Founder and CEO ◆ Student and Multifamily Housing Consultant ◆ Stabilize and Fix Assets

After spending the majority of my career as the fixer in a variety of student, multifamily, military and conventional housing management companies, I decided to build a company that could provide the attention clients want from a boutique agency with the results they expect from a full-service one. The Pivotal Companies houses our three divisions: Student Housing Expert, Space Invaders Marketing and Social Theory, Inc. With a team that has acquired a collective 99+ years’ experience either onsite or in multiple corporate positions under industry leaders such as Peak Campus and Coastal Ridge Real Estate, The Pivotal Companies is able to hit the ground running to partner with clients in strategizing the best path forward for stabilization and growth.

Key accomplishments include:

■ Turned assets from 60% occupancy to 95% plus within six months of asset management

■ Secured leases in the southeastern market that surpassed the rest of the market by 8.2% 
through strategic operational and marketing actions

■ Grew to a nationwide resource serving 158 markets and over 250 clients and growing

■ Developed a client base including industry leaders such as Peak Campus, and Campus Advantage

■ Honored as one of the Top 10 Businesses in 2020 by New York Weekly

Services we offer include:

● Talent Deployment
● Digital Marketing | Email Lists
● Guerilla | Tactical Marketing
● Due Diligence | Audits
● Promotional Items
● Management Services
● Virtual Assistance
● Recruiting
● Influencers
● Training Services 

I like to think our success reflects not only the service we provide but also the way in which we provide it. A high I on the DISC assessment, I emphasize building relationships and collaborating with others to get things done. When brought in to help an asset, we consider ourselves an extension of the team on the ground and lean into problem-solving, firing on all cylinders to develop out-of-the-box solutions that move the asset forward in a positive direction.

The path to a fulfilling life isn't paved with "yeses" to every opportunity, but with strategic "noes." The first step is to definitively decide what kind of life you really want.

Define Your Destination

This requires brutal honesty and clarity, defining your core values, your ideal workday, your key relationships, and your long-term goals. Once that desired future state is crystal clear, you must commit to the second, more difficult step: say no to everything that isn't that.

The Power of 'No'

This powerful discipline protects your most finite resources—time, energy, and focus—from being wasted on distractions, obligations, or opportunities that lead you off course. Saying "no" to things that are merely good frees up capacity for things that are great and perfectly aligned with your vision. This continuous process of refinement ensures every action taken is a conscious investment in the life you truly desire.



- Our new Amazon Bestseller, Inspirational Leadership Quotes, Finding The Courage To Lead, is more than just a collection of quotes; it serves as a heartfelt guide for transformation. Each page inspires you to embrace new perspectives, strengthen determination, and ignite action. Learn more by clicking the link below. 

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Asset Stabilization Expert | Multifamily/Student Housing Expert | Serial Entrepreneur | Leadership & Growth Strategist | Underperforming Asset Stabilizer | Hit FOLLOW to connect with me.

What’s the most undervalued skill in property management today? Adaptability.

The property management landscape never stops evolving—whether it’s shifting resident expectations, regulatory changes, or the impact of disruptive technology. As leaders, we’re often so focused on KPIs and bottom lines that we forget our greatest asset is our ability to stay nimble. When we empower our teams to experiment, pivot quickly, and learn from what doesn’t work, we transform challenges into growth opportunities. In my experience, the most successful turnarounds are rarely about doing more of the same—they’re about listening deeply, adjusting strategies, and responding with creativity.

How have you or your teams embraced adaptability to overcome recent hurdles? Share your favorite “pivot” moments and let’s start a conversation on how to keep our organizations future-ready.

Ever notice how the toughest challenges in property management are often the ones that teach us the most? 

After years in the trenches with underperforming assets, I’ve seen firsthand how chaos can become clarity—with the right strategy and a fearless team. Stabilizing a property isn’t about chasing quick wins. It’s about leaning into data, empowering your on-site leaders, and crafting a plan that’s as agile as it is ambitious. I firmly believe that operational transformation starts with honest assessment and ends with relentless execution. 

In your experience, what’s been the greatest lesson from turning around an asset? Let’s swap stories—because real-world solutions come from real-world conversations.

Every underperforming property tells a story—one that’s often misunderstood.

In my years of consulting, I’ve learned that rebranding and stabilizing assets isn’t about quick fixes. It’s about uncovering the fundamental issues: operational inefficiencies, mismatched marketing, or disconnected leadership. When we dig deep, listen to on-site teams, and engage residents, we start to see new opportunities for value creation. The transformation happens when we’re willing to challenge “the way it’s always been done” and embrace bold, people-driven solutions.

If you’re facing persistent underperformance, ask: Are you treating the symptoms or the root cause? Share your experience—what was the turning point when you realized your property needed a different approach?

Why do some property assets thrive while others struggle to find their footing?

In my years guiding underperforming properties through stabilization and rebranding, I’ve learned that sustainable success isn’t about luck or location alone—it’s about operational discipline and strategic reinvention. The best-performing assets are those where leadership isn’t afraid to challenge the status quo, analyze the gaps, and bring bold, hands-on solutions to life. Consistent onsite engagement, creative marketing, and a shared vision with your management team can transform even the most distressed property into a community people want to call home.

What’s one operational change or mindset shift that’s helped you turn a challenge into a success? Let’s share real strategies to elevate our industry—together.

National Leasing Leader | 5K+ Leasing Network Voice | Gen Z Sales Consultant | Sales Psychologist for Multifamily

You’d never let a $1M/month sales team go untrained… except in apartment leasing? 🤷🏽‍♂️


Most sale revenue-producing teams get access to deal reviews, live call breakdowns, real-time coaching, and constant performance feedback.

In multifamily?
They get an unfamiliar CRM login, an outdated course, and a “You got this!”

Yikes.

Now let’s talk shocking numbers:

→ A solid leasing agent closes around $30K–$45K per day in future rent revenue
→ Across ~31,000 apartment leasing agents in the U.S.
→ That’s over $1 BILLION per day in lease commitments—driven by an “entry-level” position

Meanwhile, the entire U.S. multifamily market collects ~$265B a year.

And yet most of these agents have:

✖️ No sales training
✖️ Minimal feedback
✖️ No structure
✖️ No understanding that they’re helping run the industry

Then it’s a shock when they underperform? 
What’s shocking is how much $$$ is being left on the table 🤯

I see it all the time.

This isn’t a Gen Z problem.
It’s a leadership problem.

This is high stakes sales work that’s too long been blanketed as a reception role. 

It’s time we start treating it like the backbone that it is within the multifamily industry and equip our leasing agents with the tools for excellence. 

I train leasing teams across the country 🇺🇸 on real sales skills, scalable structures, and how to stay your sharpest in multifamily. 

Because when you’re trained by a sales expert, you perform like one.

🟰 Want better NOI? Start at the front line.
🟰 Want retention? Build a system that lasts.

♻️ Repost if you had to figure this job out solo

➡️ Follow/connect if you’re serious too about growing in multifamily

📬 DM me if your team’s ready to level up ⬆️

👏🏻 👏🏻 👏🏻 

The sign flippers I see for assets that aren’t accessible for tours in Pheonix is total 💩. 

Not pointing fingers but…

Make it make sense.

Multifamily Keynote Speaker, Educator and Thought Leader | Leasing, Marketing, Resident Retention, Customer Service Expert| Proptech Advisor | Founder, Apartment All Star, Apartment Expert

What in the World Is Going On???😳 

If your property is in a heavy concession market and you’re closed on weekends, I’m not sure what we’re doing anymore.

I mystery-shopped a large group of properties recently in markets that are offering heavily discounted rents (AZ, TX, CO to name a few states). 

Roughly a third wouldn’t let me schedule a Sunday tour. Around ten percent didn’t allow weekend tours. At all. 

Read that again. 

ROUGHLY A THIRD WOULDN'T LET  ME SCHEDULE A SUNDAY TOUR. AROUND TEN PERCENT WOULDN'T ALLOW ANY WEEKEND TOURS. AT ALL. 

Every single one was offering some kind of discount.🏷️
Every. Single. One.
Some as much as two months free.💵

You can’t tell me you’re struggling to fill apartments and then make it impossible for people to tour when they actually have time. Renters shop on weekends.  Yes, they shop virtually but if they want to come in and look, touch, meet the staff they will be living with for a year and they have a full time job, it's the weekend for them to look.

And don't even get me started on the 'We only show by appointment' stuff. Right, Virginia Love?

If your office has to be closed, fine; but have a backup. A self-guided option. An on-call setup. Something. Because most of these properties didn’t.

And if you’re in a market handing out rent concessions like candy, being closed on a Sunday is not “protecting team balance.” It’s protecting vacancy.
You can’t lease apartments people can’t see.

✅ Be open when your customers are looking.
 ❌ Stop closing the doors and calling it strategy.

What do you do when a property you manage just isn't performing—despite your best efforts? 

I've seen time and again that the answer isn't to throw in the towel or stick with business as usual. The most successful transformations start with a willingness to re-examine every assumption and get hands-on with the details. From walking units and talking directly with residents to rethinking your marketing approach and actively listening to onsite teams, the power of boots-on-the-ground leadership cannot be overstated. When you pair transparent communication with a clear vision for rebranding and stabilization, you set the stage for real change—both operationally and culturally.

What challenges have you faced turning around underperforming assets? If you’ve navigated the messy middle, what was your breakthrough moment? Let’s share insights—real estate success often comes down to how we handle the toughest days.

The King of Budgeting | 10,000+ hours budgeting in multifamily, now Vizibly users do it in 10 | CEO @ Vizibly.

If you're a multifamily VP in a variance meeting right now and you only have time to drill into ONE expense line, look at HVAC. 

Here's what's happening: 

January 1, 2025, the EPA banned production of new HVAC equipment using R-410A refrigerant. 

R-410A is what's currently in most of your properties. It's being phased out because it has a Global Warming Potential of 2,088 (meaning it traps 2,088x more heat than CO2). The replacements are R-454B and R-32. 

Both are mildly flammable (A2L classification). 

Both require completely new equipment - you can't just swap refrigerant. 

If you've got properties with HVAC systems that are 10+ years old, they're running on R-410A. When those units fail (and they will), you can't just refill them anymore. You need full system replacement. Cost: $3,000-$8,000+ per unit. 

The problem is that nobody underwrote this. 

Deals closed in 2021-2023 didn't account for a mandated HVAC replacement cycle starting in 2025. So, eventually, your PM is going to come to you in Q1 or Q2 and say "we need $400K for HVAC replacements" and you're going to look at the CapEx budget and realize there's $80K allocated. 

Ironically, if your HVAC looks fine right now, that might NOT be good news. 

It might mean your PM hasn't figured out the problem yet. 

A good facilities team could manage this - reuse refrigerant from old units, phase replacements strategically, negotiate bulk pricing. 

But if you've got 200 units with aging HVAC, you're looking at $600K-$1.6M in unbudgeted CapEx.

We’re passing the (virtual) platter! Try out our team’s favorite Thanksgiving side recipes and add something new to your feast this year. 🦃🍽️

Chairman – VaynerX, CEO – VaynerMedia, Creator – VeeFriends

The job of a leader is to take negative energy and turn it into something productive.

When times are tough, the only countermove is to go all-in on empathy, compassion, and love.

You don't beat hate with hate... same thing happens with stress.

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