Maison Hayes is the owner-side partner for the whole asset: a small firm of senior operators who have run multifamily platforms and proptech companies across four continents. We advise from inside the operation because that is where we have spent our careers.
For more than twenty-five years, I led operations and asset performance for some of the industry's largest platforms: President of Holland Partner Group, senior global roles at Greystar, including building its European platform, Senior Managing Director at Cushman & Wakefield, and COO of a venture-backed proptech company. The work spanned the PE and VC side of the business, from ground-up A+ core development in cities like London to C- workforce housing in tertiary markets, across four continents. I sat in the executive seat responsible for results and accountable to owners.
From that vantage point, I saw the same pattern repeat itself.
Owners hired consultants who delivered recommendations and disappeared. Management companies focused on the scope they controlled. Marketing agencies optimized campaigns without visibility into operational performance. Asset managers, tasked with maximizing value, often found themselves directing operational initiatives that fell outside their core expertise. Capital partners, operators, vendors, and advisors all managed their respective pieces of the business.
Yet no one was accountable for the whole asset.
No one sat above the silos, answerable to the asset alone.
Maison Hayes was built to fill that gap.
Because real estate performance is never the result of one decision. It is the cumulative outcome of hundreds of decisions made across every part of the business.
Someone should be responsible for connecting them.
Independent. Owner-aligned. Accountable for outcomes.
Amber Anderson, Founder
Advisory to national owners and value-add investors whose portfolios exceed 200,000 units and tens of billions in assets.
Every engagement is principal-led and staffed with the senior specialist the phase calls for.
A network of senior functional leaders who have run the functions they now advise on. The financial seat holds across every engagement; the others join when their expertise is what the asset needs. Named inside a scoped engagement, not on the page.
A marketing and positioning advisor to multifamily operators, management companies, and owners who embeds with marketing, operations, and leadership to find where brand, marketing, and on-site execution stop reinforcing each other, and closes the gap. Work spans portfolio positioning, property-level execution, executive and corporate materials, and resident experience. A background in multifamily brand at a global real estate services firm, a foundation in global luxury brand, and a magna cum laude degree from a university in Paris.
Holds the financial seat across engagements. A real estate finance executive who has held the CFO, COO, and CEO seats at a national multifamily owner-operator, with earlier CFO-level roles across homebuilding, design, and large project-driven enterprises. Owns the pro forma and its assumptions, the NOI bridge, the capital structure, and the substantiation that has to survive an institutional buyer or a lender. Brought to underwriting, recoveries, and capital events, wherever a value thesis has to be proven rather than asserted.
A registered architect turned development executive who has run the full development lifecycle on urban mixed-use projects, with responsibility exceeding $500M across adaptive reuse, office and retail, industrial, and multifamily, market-rate and affordable, rental and for-sale. Ground-up and phased projects up to roughly $250M, from feasibility, underwriting, and entitlements through joint-venture and equity-partner interface and construction delivery. Embedded under Maison at cost, no markup. Maison holds the advisory line.
A workforce and organizational-development executive who has spent a career in multifamily, in senior people, learning, and operations roles at national management companies and software platforms, and as president of an owner-operator through steep growth. Treats turnover, blurred roles, and stalled execution as structural problems, and rebuilds what sits underneath them: role architecture, onboarding and training, governance, and the people analytics that tie hiring, capability, and retention to results. Brought in when performance is leaking through the organization rather than the asset.
We will always tell you who you are working with. We will not tell you who else we work with, or what we found inside their assets. That confidentiality protects our clients, and it is part of what you are buying.
You work with principals directly. No staffing pyramid. No handoff to a junior team.
You'll be speaking with a principal, not a sales team. Send a few lines about the asset, and we'll take it from there.
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