Why Kansas City Works: Neighborhoods, Commutes, and Daily Life

This week’s blog post comes to us from our own Alex Larson!

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Up next: Livability isn’t just about where you live, it’s about why a place holds together over time. In Part 3, we’ll explore Kansas City’s culture, history, price resilience, and why this city supports people who want to stay.

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Why Kansas City Works: Cost, Livability, and Buying a Real Life

This week’s blog post comes to us from our own Alex Larson!

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I was born in Kansas City, but I didn’t grow up here. Not exactly.

As a kid, I spent summers here with my dad and grandmother, plus the usual orbit of aunts, uncles, and cousins. Those summers stuck with me. Kansas City had weight, history, character, a pace that felt grounded. Even then, it left an impression.

I returned to KC in 1993. That’s more than three decades ago now.

And I’ve stayed because Kansas City works. Not in a flashy way. Not in a “top 10 trendiest cities” way. It works in the ways that matter when you’re trying to build a real life: buying a home, keeping your commute reasonable, finding neighborhoods that fit different seasons of life, and doing it without stretching every dollar until it snaps.

That combination is rare. It’s also why people keep choosing Kansas City.

Cost of Living That Actually Works

The strongest reason Kansas City remains livable is simple: your money goes further here.

Not “cheap.” Not “exclusive.” Balanced.

Housing You Can Actually Afford

Compared to places like Denver, Nashville, or Austin, Kansas City still offers a path to ownership that doesn’t feel like a constant emergency.

• More attainable price points across a wider range of neighborhoods
• Fewer “every home is a bidding war” scenarios as the default
• More options for first-time buyers, move-up buyers, and downsizers

When I returned in 1993, being able to buy mattered. Today, it matters even more—because in many cities, the first rung on the ladder got pulled up.

In Kansas City, first-time buyers still have entry points. Young families can still find homes with yards. Professionals can still own downtown condos without needing three roommates. And for buyers who want stability, Kansas City tends to move with fundamentals, not mood swings.

For investors, the math can still work in a way that supports stability rather than pure speculation. Rent-to-price relationships often remain more realistic than “hotter” markets, which helps keep neighborhoods from being whipsawed by hype cycles.

Kansas City doesn’t rely on buzz to grow. It grows through jobs, households, and steady demand. That’s a big deal.

Everything Else Costs Less Too

Livability isn’t just the purchase price. It’s what your monthly life costs after you move in.

In much of the metro, you’ll typically feel relief in categories that quietly control your budget:

• Utilities that don’t punish you year-round
• Groceries and services that are generally more manageable than coastal metros
• A lifestyle where entertainment and dining don’t require constant financial gymnastics

When fixed costs are lower, you gain margin. Margin is underrated. Margin is what lets you save, invest, travel, handle repairs, and breathe.

Kansas City still leaves room.

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Up next: Cost of living is only part of livability. In Part 2, we’ll look at how Kansas City’s neighborhoods support different stages of life, from downtown living to family-focused suburbs, and why that flexibility matters long term.

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Trump’s Call to Ban Some Institutional Investors From Buying Single-Family Homes

This week’s blog post comes to us from our own Miles Barkley!

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On Wednesday, January 7, 2026, President Donald Trump sent out a message calling for a ban on “large institutional investors” buying single-family homes. For this to have any legal standing, Congress would need to act and codify it. We will have to wait and see whether any of this comes to fruition, but it certainly has people within the industry talking. Of course, there are many questions that need to be answered such as: What counts as a single-family home? Does it include building to rent? Who counts as a “large institutional investor?” And the most pertinent of all: How does this impact Auben?

To start with, the most glaring question is: what qualifies a company as a “large institutional investor?” There are many definitions that one can cite, such as the definitions provided by the American Enterprise Institute’s Housing Center and Cotality, a data analytics site. Cotality defines investors in four groups with the largest being Mega, or having 1,000 or more units owned and large with 100-999 units. The American Enterprise Institute’s Housing Center calls a large investor one that owns at least 100 properties. Auben would fall into the “large” investor category by each of these definitions. In the lawmaking process, there is opportunity to further differentiate who qualifies.

The main follow-up question that anyone would naturally have is: will this have any impact on the housing market? The short answer is we will have to wait and see. Of course, many are skeptical this will achieve the desired outcome. This Globe St article cites the 24 largest owners as holding roughly 520,000 homes – less than 1% of US single family dwellings¹. Blackstone has said they are a net seller of homes over the past decade. 

Institutional investors are an easy target to pin the blame on as people continue to see home prices continue to increase. To add insult to injury, that is paired with higher mortgage rates. Viewing the issue from this lens, would it seemingly do much to ban institutional investors? They have more access to capital and can certainly deploy it easier, but banning them will not solve one of the main issues for individual buyers: getting them the access to capital they need at an affordable rate. 

Inventory is also part of the conversation with housing prices increasing. Homes on market have not kept up with the number of homebuyers. As more products enter the market then prices should adjust as they will have more housing than demand, creating a softening of prices. There are certainly more direct approaches that local authorities can take that could have a lasting impact to create opportunities for families and individuals looking to buy homes. These could be adjusting the permitting process, allowing higher density and building smaller homes. 

Whether Congress acts will determine if we see anything stem from this idea. In the meantime, Auben has done a good job of positioning itself as a community-involved company that has scaled operations responsibly and remains a strong investment vehicle. 

¹ Trump’s Call to Bar Institutional Homebuyers Faces Legal, Market Uncertainty

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Together, We Are Building Something Truly Extraordinary

As we reflect on all that Auben has achieved in 2025—and all that we’ve overcome, learned, refined, and recommitted to—it becomes clear that our story is not just about growth. It’s about transformation. It’s about who we are becoming together. This past year has reminded us that our mission is lived out daily in the choices we make, the people we serve, and the culture we protect. It has shown us what is possible when a team leans into its values, leads with heart, and stays focused on the work that truly matters.

Together, we are building something truly extraordinary.

Not just a company.
Not just a portfolio.
Not just a collection of properties spread across markets.

We are building a movement—one grounded in the belief that improving people, property, and places is more than a mission statement. It is who we are. It is what we show up for. It is the promise we make to every resident, every investor, and every team member who puts their trust in Auben.

From Underdog DNA to an Intentional, Multi-Market Organization

Over the last five years, Auben has grown from a small, determined team with Underdog DNA into a multi-market organization fueled by intentionality, humility, accountability, and a relentless desire to learn.

We’ve proven that when you combine smart strategy with servant and heart-led leadership, remarkable things happen.

• We’ve seen teammates rise from entry-level roles into leadership.

• We’ve seen teams navigate challenge after challenge with resilience.

• And we’ve seen a culture built not on ego, but on service.

In the past two years alone, we have acquired three management companies (while consulting on two others) totaling more than 2,300 new doors, bringing our AUM to over 3,500 doors—all while onboarding 25 new team members into the Auben family.

That kind of growth doesn’t happen by accident. And it doesn’t come without growing pains, missteps, and failures. It happens because people believe in what we are building.

Investors believe in us.
Residents rely on us.
And our internal teams—seasoned veterans and newly hired teammates alike—continue to give their best in pursuit of something bigger than themselves.

Looking Ahead: 2026 and the Chapter of Elevation

As we look ahead to 2026, we begin a new chapter.

A chapter defined not only by expansion, but by elevation.
Not just by numbers, but by nurturing—nurturing our people, strengthening our processes, reinforcing our operational foundations, and recommitting to the essentials that ensure we grow with integrity, purpose, and excellence.

In short: Back to the Basics.

Extraordinary things are never built overnight. They are built through steady effort, courageous leadership, shared vision, and teams who care deeply about the work they do and the people they serve.

And that is who we are at Auben.

Our Values: The Blueprint for What We’re Building

We are forever learners.
We are intentional and team-first.
We are humble yet confident leaders.
We seek constructive criticism.
We push to completion.
We are never deterred by obstacles or interruptions.

These values aren’t just words. They are the blueprint of something extraordinary unfolding right now.

As we prepare to welcome another 5,000 AUM in 2026, we stand on the shoulders of every moment that brought us here—every long night, every problem solved, every handshake, every property turned, every resident helped, and every teammate who chose to grow with us.

Extraordinary, Together

So yes, together, we are building something truly extraordinary.

A company where people thrive.
A team that leads with compassion and clarity.
A portfolio that reflects quality, stability, and care.
A mission that improves lives in real and lasting ways.

And one day, when we look back, we won’t remember the spreadsheets or the KPIs or the acquisition timelines.

We’ll remember the people.
The growth.
The transformation.
The culture.

The belief that we could build something meaningful—
and the proof that we did.

2026 Is Our Moment

2026 is our moment.
Our turning point.
Our opportunity to take everything we’ve built and elevate it further than ever before.

Together, we’re not just managing homes.
We’re shaping the future of housing.
We’re strengthening communities.
We’re creating pathways for people—inside and outside Auben—to rise.

Together, we are building something truly extraordinary.
And the best part?
We’re just getting started.

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It’s a Wonderful Life

This year the holidays have been different. My father went into the hospital on November 18^th in Atlanta, GA and he has been there since. For someone like my father who loves this time of the year and all of the traditions, decorations and family gatherings, being isolated in a hospital away from his loved ones has been really difficult. 

His medical journey began with a routine procedure but after several complications we were in the treacherous terrain of extreme pain and difficult conversations about life and death. 

As challenging as it was to see my dad struggle in this condition, I was fortunate to be able to be there (along with my brother) for him as he has been countless times for me (us). 

Our days over the Thanksgiving break were spent with long hospital hours trying to keep his mind strong and positive to combat the intense physical pain he was experiencing.

While at some of his lowest points, there were many signs of positivity from friends and family, mainly consisting of messages and photos of hope, love and encouragement. 

Being partially responsible for sharing these messages with my dad was an awesome opportunity to witness the impact he has had on so many and see a real Wonderful Life reception. It was a reminder for him and me on what is important and how this time of year gives us a chance to stop and take note. 

To him, I know it didn’t feel Wonderful. However, I know there were times when his mind took him to other places like our holidays growing up and all of the traditions big and small he has always loved so much. 

As a kid growing up in Louisville, KY the beginning of the fall and winter holiday season was always marked by defining events small but significant:

One of the first indicators was always a calendar schedule of all the holiday TV shows that was included in the Thursday edition of Louisville’s Courier Journal newspaper. From Christmas Story to Emmet Otter’s Jugband Christmas, my siblings and I looked forward to the arrival of this newspaper every year, planning what shows we would be able to record on blank VHS tapes for repeated future viewings.

One of the second indicators of the season change was the arrival of a long rectangular box at our family’s house around Thanksgiving. Set randomly on our family’s large, covered cement porch, the package signaled the beginning of the season.  

And Inside the cardboard box was a more decorative box always full of an assortment of multiple rolls of wrapping paper (ranging from solid color to decorative Christmas patterns), bows and ribbons. This oversized parcel was like a wooden Russian doll of layers of boxes for which the ritual of opening was always a much greater reward than the contents.When it arrived, we knew Christmas was close.

Also around Thanksgiving but always after the actual holiday, was our family’s Christmas Decoration ritual. In the attic at the top of our house, repurposed book boxes from my parents’ book store held a never-ending assortment of knitted Christmas decorations my grandmother never tired of making.  And also decorations my parents accumulated of rural Vermont Christmas scenes, Colonial Williamsburg covered in snow and figurines of Dickens’ London as a backdrop for Christmas Carole on a mantle. 

These decorations became reminders in every corner of how much my family, and my father in particular, loved this time of year. 

This year, my father’s hospital room was far more barren except for a knitted turkey, some decorations my daughters’ made and get-well cards from friends and family. His Thanksgiving meal was ice and a little Diet Pepsi. But even without any of the normal indicators of the holidays, by spending time with my dad, he gave me a stark reminder on the value of life and love. This experience and my father’s medical improvements are holiday gifts I will remember for a long time to come.  

From the Auben Family to yours, here is hoping you find your own Wonderful moments in less extreme circumstances.

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End of 2025 Jacksonville Market Overview

This week’s blog comes to us from our Residential Experience Manager for our Jacksonville market, Taylor Moore.

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As we close out 2025, Jacksonville continues to present a market defined less by short-term volatility and more by long-term fundamentals that remain relevant to residential investors. 

Jacksonville Market Overview 

Jacksonville has remained a consistent destination for in-migration over the past several years, driven by a combination of relative affordability, job growth, and quality-of-life factors. While transaction activity across the broader housing market has moderated compared to recent peak years, underlying demand for housing — particularly rental housing — continues to be supported by population growth and economic diversification. 

Major Investments & Development Signals 

Several large-scale initiatives underway or advancing through planning stages point to continued confidence in Jacksonville’s future: 

• Downtown redevelopment, including the planned modernization of the Jaguars’ stadium, represents a significant public-private investment in the city’s urban core. 

• Park, riverfront, and infrastructure improvements continue to enhance livability and long-term market appeal. 

• The expansion of the University of Florida’s Jacksonville campus is expected to bring additional students, faculty, researchers, and healthcare professionals to the area over time, further diversifying the local employment base and housing demand. 

These projects are not short-term market drivers but rather signals of sustained commitment to Jacksonville’s growth trajectory. 

Rental Housing Context 

As the for-sale market has adjusted in response to interest rate conditions, demand for quality rental housing remains steady. Newer build-for-rent communities are positioned to benefit from: 

• Households seeking flexibility 

• Renters priced out of homeownership 

• In-migrants prioritizing location, layout, and move-in readiness 

This environment continues to support well-designed, professionally managed single-family rental communities. 

Cedar Creek Estates 

Within this broader market context, Cedar Creek Estates reflects the type of product increasingly favored by today’s renter demographic: new construction homes with functional layouts, private outdoor space, and proximity to employment corridors and daily conveniences. 

Rather than relying on speculative growth assumptions, the community’s positioning aligns with Jacksonville’s steady population growth, expanding employment base, and evolving housing preferences. 

Looking Ahead 

As we move into 2026, Jacksonville remains a market to watch for investors focused on long-term fundamentals. While broader economic conditions will continue to influence short-term performance, continued institutional investment, educational expansion, and demographic trends provide a stable backdrop for residential rental assets.

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Why Human-Centered Service Still Matters in a Tech-Driven Rental World

This week’s blog comes to us from our Market Director for Kansas City and Texas, Brandie Mejia.

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The multifamily industry is in a constant state of evolution. Technology, automation, and AI-driven tools have rapidly reshaped how prospective and current residents interact with property management teams. The recent GlobeSt. article, “From Move-In to Renewal: How Experience-Led Operations Keep Residents,” highlights this shift and makes several strong points about the need for transparency, convenience, and connection throughout the resident lifecycle.

And while much of that insight rings true, there’s a critical piece of the conversation that is rarely emphasized: the irreplaceable value of real, human customer service.

Because despite the rise of automation, people still want people.

According to a recent national online survey, 93.4% of people prefer to interact with a live person—not an automated system—when they need help or want information. This isn’t a small statistic. It’s a massive signal that in an increasingly digital world, human connection isn’t just appreciated… it’s expected.

The Customer Service Crisis

Think about the last time you personally had a great customer service experience:

• A time when you were out shopping
• A meal where the service felt exceptional
• A moment when a customer service representative on the phone truly helped you

If you’re like most people, those moments are few and far between.

And that scarcity is exactly what makes authentic, human interaction so valuable today.

In property management—especially in single-family and multifamily rentals—the stakes are even higher. A resident isn’t buying a burger or returning a pair of shoes. They’re trusting you with their home, their family’s safety, and their biggest monthly expense.

Technology can support that relationship, but it cannot replace it.

The First Touchpoint Matters More Than Ever

One of the most important takeaways from the GlobeSt. article is that the “resident experience” doesn’t begin on move-in day—it begins at first contact.

And this is where the industry has drifted too far into automation.

We’ve created self-showing locks, automated follow-ups, chatbot leasing agents, and digital-only move-in experiences. While these tools have value, they must be used to enhance the resident journey—not replace the human component.

Imagine the difference if…

• The resident was greeted in person at move-in
• Or, if distance prevents that, they had a live FaceTime or Teams call with their manager
• Someone walked them through the property, helped them locate utilities, answered questions, and ensured they felt supported from day one

That single interaction sets the tone for the entire tenancy.

It builds trust, reduces move-in issues, and ultimately increases renewal likelihood. Residents who feel personally taken care of are significantly more likely to stay—no automated system can duplicate the warmth and reassurance of real human engagement.

Experience-Led Operations: A Human-First Approach

The article emphasizes how experience-led operations can drive renewals. I agree—but I believe the modern definition of “experience” needs to shift.

It’s not just about smooth online portals or automated reminders.

It’s about personalized, relationship-centered service at every stage:

1. First Contact

A real person responding quickly, answering questions thoroughly, and creating rapport.

2. The Showing

Even if the industry leans on self-showings, we can still insert human moments:

• Live virtual tours
• Welcome calls
• Follow-up texts from a real team member

3. Move-In Support

Meet them onsite—or greet them virtually if distance is a factor.
This is often the step that makes or breaks a resident’s long-term perception.

4. Ongoing Maintenance Communication

Most residents don’t get frustrated by the repairs—they get frustrated by lack of communication.

A phone call instead of an automated message can change everything.

5. Renewal Time

Renewals should never feel transactional. Residents stay where they feel valued.

The Future of Resident Experience: Tech + Humanity

AI and automation should continue to support efficiency. They absolutely have their place.
But the future of exceptional property management belongs to companies who use technology as a tool—not a replacement—for human interaction.

Those who bring back:

• Empathy
• Connection
• Human follow-through
• Personal service

These will be the teams who stand out in 2025, 2026, and beyond.

Because the data is clear — 93.4% of people still prefer a real human.

And in housing, that preference becomes a need.

Final Thought

If we want to elevate the resident experience—from inquiry to renewal—we must lead with human connection first. Technology should enhance the experience, but it should never replace the warmth, care, and accountability that only a person can provide.

In a world where customer service feels increasingly rare, the companies who bring it back will be the ones who win.

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Why My New Role Is All About Making Multi-Market Investing Easier

This week’s blog comes to us from our National Sales Development Manager, Chris DeTreville.

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When I first got into real estate straight out of college, my world was one market, one neighborhood at a time. Today, more and more of our clients are thinking very differently:

“I like Columbia, but I also want exposure to Chattanooga.”

“I’m selling in Augusta to rebalance into Kansas City.”

“I’d like one team that understands my whole portfolio, not just one zip code.”

That shift is exactly why I’m excited about my new role as National Brokerage Sales Manager at Auben. My job is simple to describe, but big in practice: make multi-market investing easier and more efficient for buyers and sellers who want to be active in multiple markets as one aligned team.

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What I’m Seeing From Investors Right Now

Whether you’re buying your first SFR or repositioning a 100-door portfolio, a few themes keep coming up in conversations:

• You want diversification across markets—but not five different playbooks.
• You’re tired of re-explaining your strategy every time you talk to a new agent.
• You care about the back end (property management, turns, leasing) just as much as the front-end purchase price.

My background is in both sales and property management, and those years on the back end permanently changed the way I look at deals. I’ve seen what happens after closing when expectations weren’t aligned—or when the right questions never got asked. That 360° view is what I’m bringing into this national role.

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One Strategy, Many Markets

At Auben, we’re in multiple markets across the Southeast and beyond, and each one has its own personality—different rents, different tenant bases, different operator nuances.

My goal isn’t to flatten those differences. It’s to connect them under a common strategy so your experience feels like this:

• One playbook. Clear buy boxes, return targets, and risk tolerances that our agents reference in every market you touch.
• One language. Whether you’re looking at Columbia, Kansas City, or Jacksonville, you’re not decoding a new set of terms, pro formas, or expectations each time.
• One relationship. A core point of contact who understands your history, preferences, and portfolio—then plugs you into the right local specialist when you need boots on the ground.

Behind the scenes, that means better internal communication, shared data, and training so our team isn’t just operating in silos by city, but as one brokerage focused on investors.

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Making Buying Across Markets Smoother

Here are a few ways we’re working to improve the experience for buyers active in multiple markets:

• Aligned deal flow: Instead of sending random listings, we’re tightening how we filter opportunities so you see deals that really match your criteria—no matter which Auben market they’re in.
• Comparable, investor-focused underwriting: We’re leaning into consistent analysis so you can compare a Columbia duplex and a Chattanooga SFR on apples-to-apples terms.
• Clear expectations on operations: From estimated turns to likely rent ranges and management considerations, we’re integrating the property management view earlier in the process so there are fewer surprises after close.

If you’ve ever tried to piece together a multi-market strategy using five different brokerages and three different management companies, you already know how valuable that consistency can be.

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Serving Sellers With Portfolios That Cross State Lines

On the sell side, things get even more complex—and that’s where a multi-market investor brokerage can really earn its keep.

When we help owners sell portfolios, we’re not just asking, “What’s your price target?” We’re talking through:

• Which assets you truly want to exit—and which you may want to hold or 1031.
• How timing in one market affects capital you might want to redeploy elsewhere.
• The emotional side of selling a portfolio you’ve built over years—long-term vendors, tenant relationships, and pride of ownership.

My job in this new role is to make sure we can:

• Package and present portfolios in a way that resonates with buyers who are also thinking multi-market.
• Coordinate across cities so due diligence, access, and communication don’t become a tangle of conflicting calendars and processes.
• Match the right buyer to the right portfolio, whether they’re looking to deepen in one market or use your sale to plant a flag in several.

You shouldn’t feel like you’re herding cats every time you decide to sell across more than one city. We want to take that off your plate.

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Where AI and Best Practices Fit In

At IMN’s Single Family Rental conference in Scottsdale, I spoke on a panel about using AI and best practices to optimize property management, marketing, and turn. That topic ties directly into what we’re building on the brokerage side.

To be clear, I don’t believe AI replaces relationships or judgment—but it can help us:

• Spot patterns in your portfolio performance across markets.
• Surface the most relevant deals faster.
• Standardize communication and workflows so your experience feels consistent, even as you scale.

The goal is not “tech for tech’s sake.” It’s using tools in the background so that, on your end, things feel simpler, clearer, and more predictable. 

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What This Means for You

If you’re:

• A buyer looking to grow in more than one market,
• A seller thinking about bringing a multi-market portfolio to market, or
• An institutional or boutique fund looking for a partner who understands both brokerage and property management…

…I’d love to talk.

We’re still refining and improving our systems every week, but the north star is clear:

Make it easier for serious investors to buy, sell, and operate across multiple markets with one trusted team.

If that’s the experience you’ve been looking for, let’s connect and see how we can put Auben’s multi-market platform to work for you.

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Featured Articles

The Stress Test of Scaling

“No matter the question, the private equity answer is always the same: Does it scale? 
— Common Principle in Growth & Operations 

When I think about where Auben is today, I keep returning to a simple truth: investors look at returns, comps, cap rates, and structures — but what truly drives long-term performance is the operator’s ability to grow under stress. 

And right now, we are in one of those stress-test seasons. 

Not a crisis. 
Not a setback. 
A stress test — the kind that shows whether the systems, people, and leadership structures we’ve built are capable of supporting what comes next. 

I have been through versions of this before. And every time, I’m reminded that growth doesn’t feel good — even when it is good. 

Why Growth Feels Hard — Even When It’s Right 

In a business like ours — where Property Management, Project Management, Maintenance, and Sales all have to work in sync — growth isn’t clean. It introduces friction: 

• More doors 

• More processes 

• More systems 

• More people 

• More expectations 

Everyone feels that strain differently. 
Some weather it with a slight sway. Others feel like they’re underwater. 

Both are valid. Both matter. 

Mindset becomes the differentiator. 

“If you think you can or you can’t, you’re right.” 
— Donald Caster, on growth mindset 

That quote has stuck with me. I’ve lived it. We don’t get to choose whether growth is uncomfortable, but we do get to choose how we show up inside the discomfort. 

The “No Man’s Land” Framework: What We’re Asking Ourselves Right Now 

I’ve been reading No Man’s Land, a book about what happens when a business leaves “small” but hasn’t yet entered “scalable.” 

It lays out six questions that I’ve been asking myself — and asking our teams: 

1. What are we truly great at? 

2. What do we offer that is genuinely unique? 

3. Are we growing based on capability or promises? 

4. Are we spending time cleaning up complexity we created? 

5. Which customers belong in our future — and which don’t? 

6. How do we simplify execution so our value proposition stays consistent and clear? 

For me, #6 is the one that keeps me up at night. 

Because simplifying how we communicate and how we execute is the difference between a company that grows with intention and one that grows into chaos. 

Simplification: The Edge Most Operators Ignore 

I’ve learned the hard way that complexity is a margin-killer. 
It slows execution, creates confusion, and fractures teams. 

So our focus right now is simple: 

• unify communication 

• build repeatable workflows 

• tighten roles and responsibilities 

• reduce handoffs 

• increase cross-functional clarity 

• define market-by-market expectations 

• standardize wherever possible 

This isn’t just “operations.” 
This is value creation. 

“Simplification is not a luxury — it is a prerequisite for durability.” 
— ACP Operating Thesis 

I believe that wholeheartedly. 

The Moment We’re In 

We are stepping into one of the most aligned growth windows Auben has ever had: 

• a new enterprise website 

• an evolving operating system 

• deepening integration across service lines 

• several large M&A conversations underway 

• expanding market leadership 

• a sharper understanding of the customers we want to serve 

• a company-wide commitment to operating excellence 

This is not a resting point — it is a turning point. 

We’re not trying to become a bigger version of what we’ve been. 
We’re building the platform we were meant to become. 

People Are the Engine 

Behind every metric — every unit, every rehab, every service request — is a person experiencing this growth cycle in real time. 

So I’m asking our teams directly: 

“What do you need to thrive during this phase of growth?” 

The goal isn’t to grow at people — it’s to grow with them. 

Strong operators build strong teams. 
Strong teams build strong systems. 
Strong systems deliver durable returns. 

Looking Ahead 

Growth at Auben has never been accidental. 
It comes from discipline, clarity, and an unapologetic willingness to evolve. 

As we move forward, our focus is clear: 

• Grow with discipline 

• Support the people doing the hard work 

• Simplify wherever possible 

• Integrate across all operating functions 

• Deliver consistent, repeatable outcomes in every market 

That’s how we build something durable. 
That’s how we create real value. 
That’s how operators become platforms — and platforms become category leaders. 

Closing Perspective 

“After my greatest struggles have come my greatest successes.” 

Auben was born in one of the hardest seasons of my life. 
What felt like failure was actually the beginning. My wife helped me understand that. 

And today, I believe we are standing at another one of those inflection points. 

This stress test is not a breaking point. 
It’s preparation — the strengthening of our systems, our people, and our ability to deliver long-term value for those who trust us. 

We’re building something that lasts. 
And we’re doing it together.

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Featured Articles

Key Takeaways from the 2025 IMN Single Family Rental Forum (East)

In this week’s blog, I am turning it over to Auben’s Director of Business Development, Alex Becker. He will be discussing his thoughts and insights on the recent IMN Single Family Rental Forum that he attended!

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I had the opportunity to attend this year’s IMN Single Family Rental Forum East, and it delivered big on insights, connections, and strategy. With over 1,500 attendees from across the SFR ecosystem—including operators, investors, lenders, and tech providers—the energy and forward-looking conversations were high.

Here are my key takeaways from the event:

Market Trends & Industry Outlook

• Demand Remains Strong: Even with interest rates rising, demand for single-family rentals continues to outpace supply. Renters are prioritizing flexibility, space, and community amenities.
• Build-to-Rent Gaining Momentum: BTR developments are becoming central to institutional strategies. Purpose-built rental communities are growing fast and reshaping the future of SFR.
• Cap Rate Adjustments: We’re seeing a slight reset in pricing expectations, which is allowing investors to be more selective and strategic.

Innovation & Technology

• Proptech Is Reshaping Operations: From smart home tech to automated leasing tools, technology is helping streamline operations and enhance tenant experience.
• Data is Power: Operators are increasingly relying on real-time analytics for decision-making, whether it’s pricing, tenant screening, or maintenance optimization.

Capital Markets & Financing

• Financing Is More Creative: Traditional lending has tightened, but equity partners, JV structures, and alternative financing solutions are rising.
• Navigating Interest Rate Volatility: Many groups are shortening hold periods, stress-testing pro formas, and building more flexible exit strategies.

Operator & Investor Strategy

• Operational Efficiency Is King: As margins narrow, successful operators are laser-focused on cost controls, tenant retention, and optimizing NOI.
• Mid-Market Agility: Smaller and mid-sized operators are capitalizing on opportunities that are too small or complex for institutional capital.

Networking & Partnerships

• Collaborative Deal-Making: This year, the vibe was all about partnerships—co-GPs, syndications, and joint ventures are more important than ever.
• Hot Markets: Southeastern markets (FL, GA, NC, SC) remain top picks for new deals and development.

Standout Quotes

“Operational efficiency is the new yield.”

“BTR is not just a trend—it’s becoming the core of SFR scalability.”

“You don’t need to own thousands of homes to compete—smarter operations make all the difference.”

Final Thoughts

The 2025 IMN SFR East Conference was more than panels and networking—it was a deep dive into the industry’s direction. The event offered immense value, from market dynamics and new capital strategies to tech adoption and deal structuring.

I left energized, informed, and excited about the future of single-family rentals.

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Did you attend IMN SFR East? I’d love to hear your takeaways. Let’s connect and compare notes!

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