Your growth comes from two places—more net per door and more doors. We’ll show you how these levers compound, why DIY often stalls, and how a partner like PMI changes the timeline.
Built around simple assumptions you already track: doors, fee %, add‑on attach rate, retention, overhead.
Built around simple assumptions you already track: doors, fee %, add‑on attach rate, retention, overhead.
Before you decide how to scale, confirm what moves the numbers.
Next: See where DIY and partnering diverge—speed, stability, and adoption.
revenue per door
Revenue per Door = Management Fee + Add‑on Streams per Door
net per door
Net per Door = Revenue per Door − (Service Cost per Door + Overhead Allocation per Door)
portfolio ebitda
Portfolio EBITDA (Monthly) = (Net per Door × Active Doors) − Fixed Overhead
Pricing Modernization. Align fees with value; make the offer clearer.
Add‑on Streams. Turn on high‑confidence add‑ons first (renewals, resident benefits, inspections, premium reporting, etc.).
Tuck‑ins (Local Acquisitions). Add doors in step‑changes; retention and integration determine payback.
Capacity & Cadence. A weekly rhythm keeps launches, scripts, and owner comms from overwhelming the team.
Why order matters: Most PM companies see faster ROI by lifting net per door first (pricing + streams) and then adding doors (tuck‑ins). Raising unit economics before a purchase makes bought doors accretive sooner.
DIY works eventually—if you have time for trial‑and‑error.
Partnering changes the timing and reliability of outcomes.
Where DIY
slows you down
Where partnering
speeds
it up
Resulting
math patterns
Next: Use the scenarios below to think about your model. We’ll tune actual numbers on your Assessment.
These are illustrative to show how levers stack.
We’ll replace with your numbers after your Scale Audit.
scenario a
Streams First (no acquisitions yet)
Inputs to set
Doors (D), Current Net per Door (N), Target Lift per Door (Δ), Launch Streams (3–5), Attach Rate plan.
Sketch
Monthly EBITDA Δ ≈ Δ × D, less any minor service costs.
Why it works
Clear value language + phased rollout (renewals/new owners first) → adoption without churn.
scenario b
Tuck‑In
with Guardrails
Inputs to set
Inputs: Deal Doors (Td), Expected Retention (R), Price/Stream Lift per Door (Δ), Effective Cost per Door (C), Months to Full Activation (M).
Sketch
Retained Doors ≈ Td × R; Monthly EBITDA Δ ≈ Δ × (Td × R) − Financing/Note Effect.
payback thinking
Effective cost per retained door vs monthly lift after activation.
scenario c
Streams → Tuck‑In (Compounding)
step 1
Lift Net per Door across your current base.
step 2
Close a tuck‑in; apply the same playbooks post‑close.
sketch
Total Monthly EBITDA Δ ≈ (Δ × Existing Doors) + (Δ × Retained New Doors) − Added Overhead.
Why it works
You buy time and a stronger unit model; integration churn stays low.
Your version: We’ll swap D, N, Δ, Td, R, C, and M with your real inputs on a Portfolio Growth Assessment and show the conservative range.
Math is theory until it’s put into action. Here’s the cadence we run so results show up:
weeks 1-2
Finalize the Scale Audit
Finalize the Scale Audit; choose 3–5 streams; align pricing language; set dashboards.
weeks 3-6
Launch first streams
Launch first streams to new owners and renewals; weekly coach review; service KPIs monitored.
weeks 7-10
Add one stream/month
Add one stream/month; begin tuck‑in sourcing and diligence only if ops are steady.
weeks 11-12
Lock in habits
Lock repeatable SOPs; prep change kits for the next wave (or for post‑close activation).
This sequence keeps owner NPS steady while net per door and doors under management climb in a controlled way.
Get your Profitability Gap, pick the sequence, and run a 90‑day plan with guardrails.
You can, but expect a longer timeline and more rework. The cadence, change kits, and SOPs reduce stalls and churn risk.
No. Many firms start with streams + pricing to lift net per door, then pursue a tuck‑in when capacity and cash‑flow line up.
Phase adoption (new owners/renewals first), lead with value, and use owner/resident notices and FAQs. We watch SLAs closely for the first 30–60 days.
Doors, Net per Door lift (pricing + streams), retention on any tuck‑in, service cost per door, and fixed overhead.
Take the Scale Audit to baseline your Profitability Gap. Then Book Portfolio Growth Assessment to replace variables with your data and timeline.