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The Community Impact of Well-Managed Properties

This week’s blog post comes to us from Market Director, Claudia Gibson!


At Auben Realty, we believe property management goes beyond collecting rent and maintaining buildings. Every home, apartment, and community we manage plays a role in shaping the neighborhoods around them. When properties are managed with care, accountability, and long-term vision, the benefits extend far beyond the property lines. 

Property Management Is Community Management 

Every property contributes to the health and character of its surrounding community. Poorly maintained homes can quickly affect neighborhood safety, pride, and overall appeal. Conversely, well-managed properties create environments where residents feel safe, respected, and proud of where they live. 

Effective management supports communities by ensuring: 

  • Clean and safe living environments 
  • Consistent maintenance and property upkeep 
  • Respectful communication with residents 
  • Attractive, well-kept surroundings 
  • Stable and satisfied resident communities 

When residents feel valued, they take better care of their homes and contribute positively to their neighborhoods. 

Stability Builds Stronger Communities 

High turnover can disrupt communities, strain resources, and reduce neighborhood cohesion. Community-focused management prioritizes resident satisfaction, encouraging long-term residency and neighborhood stability. 

This stability comes from: 

  • Prompt response to maintenance needs 
  • Clear expectations and policies 
  • Fair and respectful resident relations 
  • Well-maintained living conditions 
  • Renewal strategies that keep great residents in place 

Long-term residents help create safer, more connected neighborhoods and contribute to local economic growth. 

Maintenance Protects Neighborhood Value 

Regular maintenance protects more than the property itself—it protects the entire community’s value and reputation. Well-maintained properties encourage neighboring homeowners and property owners to maintain their own spaces, creating a positive ripple effect. 

Proactive maintenance helps: 

  • Preserve property value 
  • Enhance neighborhood appearance 
  • Reduce safety concerns 
  • Prevent costly long-term repairs 
  • Support community pride 

A cared-for property signals investment and responsibility, benefiting everyone nearby. 

Community-Focused Management Creates Long-Term Value 

Short-term thinking in property management often leads to higher turnover, costly repairs, and dissatisfied residents. Long-term success comes from investing in community well-being. 

Community-centered management leads to: 

  • Lower vacancy rates 
  • Reduced turnover costs 
  • Increased resident retention 
  • Improved owner returns over time 
  • Stronger property reputation in the market 

When residents feel at home, properties perform better financially and socially. 

A Partnership Approach 

Strong communities grow when owners, management teams, and residents work together. Listening to concerns, maintaining accountability, and investing in property improvements all contribute to communities where people want to live long-term. 

Property management is not just about buildings—it’s about people and the communities they call home. 

Final Thought 

Well-managed properties do more than provide housing; they help create stable, attractive, and thriving neighborhoods. Owners who invest in professional, community-focused management protect not only their assets but also contribute to stronger communities for years to come.

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Career Culture and Growth

This week’s blog post comes to us from our Regional Vice President, Jocelyn Forcht-Langfitt!


Career growth is not just about moving up — it’s about becoming better. Titles can change quickly, but capability compounds slowly. It’s important to continually challenge yourself and avoid staying in roles where you are no longer learning or growing. We grow when we take on new challenges — and because we grow, we’re able to take on even more. 

Throughout my years in Property Management, I’ve intentionally sought mentors across organizations. I’ve studied how they handle difficult situations, lead their teams, communicate with investors, and apply their knowledge in real time. Learning from others has strengthened not only my skills, but also my perspective and confidence as a leader. 

I’ve worked to apply those lessons within my own teams, and one of the most rewarding parts of leadership has been seeing former colleagues grow in their careers. I hope that, in some way, my leadership helped support their path forward. 

Culture doesn’t live only at the company level — it grows from individuals. When you genuinely embrace a growth mindset, people who want to improve naturally seek your guidance and mentorship. At Auben, our culture is rooted in improving people, property, and places through intentional teamwork, continuous learning, and disciplined execution. Hiring and promotion decisions are weighed heavily on values first, reinforcing expectations and protecting accountability and collaboration as we grow. 

Collaboration is one of the clearest expressions of a growth culture. Strong teams don’t think alike — they bring different personalities and perspectives together to become better than they were yesterday. 

Investing in people’s careers and actively living the company culture through daily actions creates real professional growth. It’s easy to get consumed by routine, but effective leaders make time — intentionally — to support their teams while continuing to develop themselves. Be a good listener as well as a clear communicator. Honest communication is the foundation of every strong relationship. In the end, it’s not only what you say or what you do — it’s how you make people feel. 

We should strive to be lifelong learners — team-first, humble but confident, open to feedback, committed to completion, and resilient in the face of obstacles. Celebrate successes. Study failures. Don’t let setbacks define the outcome — let them refine the approach. 

Career growth is not only about where you work — it’s about how you work, who you learn from, and whether your environment rewards improvement, not just output. Taking on additional responsibility to stretch your capabilities positions you for long-term success. 

Ask yourself:

Are you passionate about the company?
Are you passionate about your work?
Do you believe in what you’re building and where it’s going?
Do you feel energized by the people around you?
Are you fulfilled at the end of the day? 

If the answer is yes — you’re in the right place to grow.

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The Impact of Build-To-Rent

This week’s blog post comes to us from our own Chris DeTreville!


BTR is Here

Purpose-built rental communities-designed entirely for leasing rather than sales- known in the industry as build-to-rent, has become not only a popular topic of conversation in the real estate world, but a formidable player.  

In the aftermath of the housing crash, private and institutional investors jumped at the opportunity to buy, rehab and rent single family homes at discounts.  This trend continued through the covid era as long as rates were favorable. Initially, the BTR structure resembled this scattered SFR model, with houses mixed in with established for-sale or owner occupant houses.  This eventually evolved into the more deliberate communities we see today, with dedicated on site management and amenities. 

The core driver for this shift was the ability to scale faster with more predictable costs as opposed to rehabbing older homes.  It also allows the investor more predictable cash flow and lower turnover. Rental demand followed, as younger Americans are attracted to the hassle free lifestyle that it provides without sacrificing space. The banks have followed suit as well, offering favorable loan structures as they see this as a dependable asset class.  

How does Auben see the future of BTR 

Auben believes, like many others, that this model is here to stay.  There are billions of dollars of capital being dumped into the space with no end in sight.  In fact, Business Insider reports that nearly $50 billion in capital has poured into the space since 2020, and it’s growing. Of course, many of the large institutional giants like Blackstone and JPMorgan are backing developments.  But not all BTR developments are made with the intention of stacking gains for the major players.  

An opportunity 

 For individual investors, the opportunity is especially compelling. Auben’s upcoming exclusive offering brings institutional grade strategies to everyday investors. These premium products are in a high-demand market and offer seamless passive ownership and tailored benefits like 1031 exchanges, cost segregation, and reliable cash flow, all while keeping you informed and hands off. Reach out today to learn more about this off market opportunity.  

In short, BTR is reshaping residential real estate for the better. Whether you’re seeking steady income, portfolio diversification, or a path to long-term wealth, now is the time to explore what this sector can do for you. Team up with a forward thinking partner like Auben that’s actively building on this momentum, and let us help you reclaim the institutional advantage for your own portfolio. 

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Why Kansas City Works: History, Culture, and Long-Term Stability

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


Culture and Quality of Life

Kansas City doesn’t try to be something it’s not. That’s one of its strengths.

Food, Sports, and Arts

Barbecue is just the start. The food scene has real depth. James Beard winners, ethnic restaurants, neighborhood spots that have served the same families for generations.

Sports are part of the civic heartbeat. Chief’s games feel like a city-wide holiday. Royal’s games are woven into summer. Sporting KC has built a culture that’s loyal and loud and KC Current is making history for women’s sports right before our eyes.

And the arts scene is accessible, not gated. Museums, theaters, galleries, live music, you can participate without needing a calendar six months out and a budget that hurts.

Parks, Green Space, and Weekend Life

Kansas City has parks and trails everywhere: Loose Park, Swope Park, the Riverfront Heritage Trail, plus lakes and green space within easy reach.

Weekends here don’t require a “getaway budget” just to feel alive. That supports balance. Families stay because kids have space. Professionals settle because life doesn’t feel like a treadmill. Communities form because people actually have time to connect.

Why Kansas City’s History Makes It More Livable

My favorite part of Kansas City is downtown, and it’s not just nostalgia from those childhood summers.

Downtown Kansas City sits at the edge of what used to be the frontier. This was the jumping-off point for the Oregon Trail, the Santa Fe Trail, and the California Trail. The place where westward expansion began.

That history shaped how the city was built. Wide streets designed for wagon traffic. Warehouses for provisions. Rail connections to move goods and people. River access for trade.

But here’s what matters today: that infrastructure still works.

The bones of the city are strong. The layout makes sense. Buildings were built to last, and they have.

When downtown was revitalized, it didn’t require tearing everything down and starting over. The Power & Light District, the Crossroads Arts District, the streetcar expansion, all of it built on existing structure.

That’s rare. Most cities pave over their origins. Kansas City built around them.

The result is a downtown that feels authentic. It has character that can’t be manufactured. And it functions well for modern life.

What Makes Kansas City Different

Kansas City doesn’t always show up on national “hottest market” lists. That can be an advantage.

Hype-driven markets tend to move violently, up fast, down hard. Prices spike. Renters get displaced. Buyers get trapped. Kansas City tends to be steadier. When it rises, it often rises more gradually. When it cools, it often cools with less drama.

Price Resilience

Kansas City values have historically shown more resilience than many overheated markets because the city leans on fundamentals: jobs, incomes, and real household formation.

For buyers, that can mean less risk of being underwater in a downturn. For renters, it can mean rent growth that’s steadier and more manageable. For long-term owners, it supports planning without constant fear that the ground is about to shift.

People Who Stay

Kansas City attracts households who plan to stay.

That’s the difference between a livable market and a speculative one. When people plant roots, communities form. Neighborhoods stabilize. Schools improve. Small businesses thrive. That cycle reinforces livability year after year.

Why I Came Back and Why I Stay

I returned because Kansas City made sense for the life I wanted to build. I could afford a home. I could build a career. I could have time for things besides commuting and surviving.


I’ve stayed because those things remain true.


Kansas City isn’t perfect. No city is. But it’s practical, balanced, and real. You can build a life here without sacrificing everything else.

What This Means for Buyers and Relocators

If you’re considering Kansas City, here’s what matters:

You can afford to buy. Entry points exist across multiple neighborhoods and price ranges. You’re not locked out by runaway prices.

You can afford to live. Monthly costs beyond your mortgage, utilities, groceries, transportation, remain reasonable. You’ll have margin in your budget.

You won’t lose hours to commuting. Most jobs are within 30 minutes of most neighborhoods. That time adds up over years.

You’ll have options. Urban, suburban, historic, new-build. The market offers real diversity. You can find what fits your stage of life.

You can participate in city life. Culture, sports, parks, dining, it’s all accessible without planning months ahead or spending a fortune.

You can stay. The market supports long-term ownership. You’re not forced to move every few years because of rising costs or market volatility.

Kansas City works because it’s built on fundamentals, not hype. Jobs support housing. Housing supports communities. Communities support quality of life.

That’s livability.

A City That Still Makes Sense

Kansas City isn’t trying to be the next Austin or Denver. It’s not chasing trends or marketing itself as something it’s not.

It’s just doing what it’s always done: providing a solid foundation for people who want to build real lives.

The same qualities that made it the gateway to the frontier, central location, strong infrastructure, practical mindset, still make it work today.

I returned in 1993. I’m still here. That’s the best endorsement I can give.

Kansas City works. For real life. For the long term. For people who want more than hype.

Considering a Move to Kansas City?

If Kansas City is on your shortlist, the next step isn’t guessing, it’s getting clarity.

Relocating well means understanding which neighborhoods fit your lifestyle, how pricing really works at different levels, and what tradeoffs matter most based on how you live day to day. That’s not something a listicle or national ranking can tell you.

I work with buyers and relocators who want:

  • Honest guidance on where Kansas City actually works for them
  • Clear expectations around pricing, taxes, and monthly costs
  • A plan that balances lifestyle, commute, and long-term stability

If you’re early in the process or already narrowing things down, I’m happy to walk through your goals, timing, and options, no pressure, just a practical conversation.

If Kansas City makes sense for the life you want to build, the details matter.
Let’s make sure you get them right. Contact me today to get started on your Kansas City move.

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


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


Neighborhoods for Every Stage of Life

Kansas City isn’t one “market.” It’s a collection of markets, and that variety is part of what makes it livable.

Downtown and the Urban Core

Downtown, the Crossroads, Midtown, and the Plaza attract people who care about proximity, culture, and convenience.

The streetcar connection has made car-optional living far more practical, and development has followed that pattern. Condos, townhomes, and smaller-lot homes are common in the core. Price per square foot can be higher, but you often trade “more house” for “more life.”

For me Downtown is the crown jewel. Although my home is in the suburbs, anytime I find myself South of Downtown I make it a point to drive through the streets as I make my way North.  It’s my favorite part of the city, partly because the history is everywhere. Union Station. River Market. Old warehouses that now hold studios and local shops.

New restaurants open in century-old buildings. The arts scene thrives. Weekend farmers markets still operate just like they did when Kansas City was the last stop before the frontier.

What I love most is that it feels authentic. Kansas City’s urban core didn’t get rebuilt as a theme park version of a city. It evolved. You’ll see new energy inside old bones, and that’s a rare kind of charm.

These neighborhoods tend to draw:

  • Professionals who value short commutes
  • Downsizers who want walkability
  • Remote workers who want city life without big-city prices

Rental demand is typically steady, too because people genuinely want to live in these areas.

Suburban Areas Built for Families

For families prioritizing schools, parks, and space, Kansas City’s suburbs are a major advantage.

Communities like Lee’s Summit, Overland Park, Olathe, Liberty, and Parkville are popular for a reason:

  • Commutes often stay reasonable
  • Homes skew newer in many pockets
  • You can often get more space for the money compared to larger metros

These areas also tend to attract longer-term homeowners. When people stay put, neighborhoods stabilize. Schools improve. Local businesses thrive. That’s what real livability looks like not just shiny new construction.

Jobs and Economic Stability

Housing only stays livable when jobs stay stable.

Kansas City benefits from a diversified employment base, healthcare, logistics, engineering, finance, and tech all play meaningful roles. No single industry dominates everything. That reduces “shock risk,” where one sector’s downturn collapses the whole local housing market.

The metro also benefits from what you can’t fake: location. Kansas City sits in the middle of the country, which supports transportation and distribution in a durable way. Add in remote work, and you get another steady layer of demand, people bringing higher salaries into a market that still functions on local fundamentals.

Income-to-Housing Balance

This is the quiet metric that separates stable cities from chaotic ones: housing costs relative to incomes.

Markets break when prices detach from paychecks. Kansas City has generally stayed closer to alignment than many “hype” metros. That helps:

  • Buyers remain qualified even when rates change
  • Forced sales become less common in downturns
  • Price corrections tend to be less violent

Kansas City isn’t built for explosive “flip culture.” It’s built for sustainability.

Time and Convenience Matter

Livability includes how you spend your time because time is the one asset you can’t refinance.

Commutes That Don’t Kill Your Day

Kansas City’s traffic is manageable compared to many major metros, and the highway layout is fairly logical.

For many residents, commutes land in the “under 30 minutes” range. Some are under 20.

That’s not a small thing. Shorter commutes mean more time with family, less stress, and lower transportation costs. I can’t imagine living in a place where an hour commute is normal. It drains you. Kansas City doesn’t require that kind of daily trade.

Regional Access and Transportation

Kansas City International Airport, recently remodeled is modern and far easier to navigate than many large hubs. Nonstop routes continue to expand, and you’re rarely stuck feeling “isolated.”

The streetcar has also reshaped downtown mobility and development patterns. It’s made urban living easier, and it’s created a clearer spine for growth.


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!


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.


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!


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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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.


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.


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.


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.


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.


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.


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. 


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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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? 
  1. What do we offer that is genuinely unique? 
  1. Are we growing based on capability or promises? 
  1. Are we spending time cleaning up complexity we created? 
  1. Which customers belong in our future — and which don’t? 
  1. 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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