amc-corp

NMHC Top 5: What Got Us Here

Fri, 01 May 2026 14:00:46 GMT

A Note from Brenda Barrett, CEO

Twenty-five years in this business teaches you a lot. Chief among them: rankings don't build themselves.

We’ve never chased the ranking, and in fact, just recently have taken a posture to become more involved in the important advocacy that NMHC does on behalf of our industry. But, when we saw where we landed, a Top Five company by portfolio size, it certainly gave us, and me, an opportunity to reflect.

My first thought wasn’t about market share or portfolio size, it was about the people who showed up every day to make it happen. So much of our story has, and will always be, how deeply we invest in the growth of our people; the onsite teams, regional teams, corporate support, VPs, SVPs, everyone who, working in concert to deliver results day in and day out for both our residents, and our clients.

That has always been our edge.

We’ve been intentional about this from the beginning. Whenever possible, we look to promote from within, and when we recruit, we look for people who are motivated by results. With that, we’ve built a bench that I’d be proud to put up against any competitor in the industry. When you manage 150,000+ units across 25+ states, consistency is driven by people who are deeply invested in outcomes.
That is AMC.

Our focus has always been consistent, too. We manage apartment communities: no development business, and no acquisition business. Delivering results for our clients and our residents is our only priority, and our team remains focused on those efforts.

The recognition as a Top 5 NMHC manager reflects all of those things; a team with clarity of purpose. We’re proud of it, but we’re not satisfied.

The other thing that doesn't change is our focus. AMC manages apartments. That's it. No development side. No ownership conflicts. Our clients' assets are our only priority, and our team knows exactly what they're here to do.

Apartment Owners Reporting Cautious Optimism

Wed, 29 Apr 2026 14:00:15 GMT

With the first quarter of 2026 in the books, one theme we have identified at January’s NMHC Annual Meeting, and in our subsequent conversations with apartment owners, is cautious optimism. Steady occupancies point to sustained demand, affirming multifamily’s position as one of the most durable categories in real estate. The fundamentals remain intact, occupancy is holding in most markets (with notable exceptions), and demand is returning.

Some of that demand reflects structural headwinds in the for-sale market. Elevated interest rates and a persistent shortage of affordable homes have extended the timeline to homeownership for millions of Americans. According to the National Association of Realtors, the median age of first-time buyers in the U.S. recently increased to 40 years old, with the share of buyers in this cohort dropping to a record low of 21%. These dynamics are keeping more households in rentals longer, particularly in the more expensive coastal gateway markets.

Additionally, a large portion of today’s renter base is not simply waiting to buy. Many instead are prioritizing flexibility and location. For many, renting a home in a location they really want to be in is preferred to owning for owning’s sake and living in a place where they can afford to buy but don’t really want to be.

Notably, Gen Z is forming households at a rapid pace, and like generations before them, many are starting out as renters and pushing demand for apartments upward. This is not unusual; it’s a healthy part of how housing cycles work. The apartment industry serves a critical societal function, and the depth of today’s renter demand is reflective of that.

For owners, these dynamics translate into meaningful demand tailwind. The opportunity is more than simply absorbing ostensibly displaced buyers; it is to serve a sophisticated, discerning resident base that has in large part chosen rental living on its own terms.

Litigation & Legislation

As anyone active in the business is aware, the past several years brought meaningful regulatory and legal changes to the rental housing industry and the pace isn’t slowing. While the high-profile litigation surrounding algorithmic pricing software drew national attention, it’s part of the larger fabric, or evolution, our industry faces. Across most markets, the rules around what owners can and cannot charge for, how they price units, and how they communicate, is increasingly regulated.

The result is a much harder operating environment to navigate. Many things, such as algorithmic pricing tools, which were standard in the past cycle (though notably not with AMC), are no longer available either in their old form, or at all. Owners operating across multiple markets face a complicated patchwork of rules that don’t always move in the same direction at the same time.

This is where scale as an operator matters. Partnering with a platform such as AMC, which has the capacity to stay on top of and in front of as many of these matters as possible is a competitive advantage for an owner.

Convenience is a baseline expectation

Over the years, we’ve seen amenity trends come and go, co-working spaces, podcast studies, cold plunges, etc. The late 20-teens “amenities arms race” was fun to witness, but the question always remained; does anyone use all of this once they move in?

Convenience, however, is different and it is the amenity clearly most desired today. It is continually reinforced across nearly every stage of the American consumer experience. No matter the multifamily asset class, residents are making it clear that a frictionless experience - in payments, maintenance requests, communication, and technology - is not a perk, but is table stakes expectations. Unlike the amenity du jour, the demand for convenience is here to stay.

Thus, owners should resist any temptation to treat convenience and frictionless service as a fleeting trend. It reflects a permanent shift in resident expectation, one which is constantly reinforced across the entire consumer experience in this country. One can order anything imaginable to be at their doorstep in hours, through multiple channels. Gone are the days when residents would accept being inconvenienced by something related to what is likely their most expensive bill of the month – housing. If paying rent, submitting a work order, or reaching the management team is difficult for your residents, you risk wearing away at their loyalty, and adversely impacting your lease renewals. A focus on this aspect of the resident experience is strategic, and it compounds.

AI

We know AI (perhaps like solar) is the next big thing, and it is shaping the apartment industry in very real ways, from the initial contact a prospect has with the property, to triaging an after-hours work order, and myriad other applications. The potential of the technology is real, and we need to continue to actively explore this, and find ways to leverage it to meet the consumer where they are.

But adoption for adoption’s sake isn’t the right move. There may come a day, where like hotel booking, the entire prospect journey occurs without human interaction. In rental housing, that day has not yet come. Residents still want human touchpoints at meaningful moments.

Our take: AI is a force multiplier. Where it can scale to handle volume, generate timely (accurate) responses, and improve the resident experience, using it is a no brainer. But it’s not the end-all, nor is it a replacement for human interaction and true, old-fashioned customer service.

One other note on AI; it’s not only an operational story in how we can be more efficient at servicing our residents the way they want to be served. It’s also a demand story. The amount of capital pouring into data centers and the entire ecosystem servicing them, is the defining investment story of this cycle so far. As this continues to grow and scale, the demand for quality rental housing in support of these infrastructure projects will continue to grow commensurately. This appears to be a durable demand driver that apartment owners are well positioned to serve.

In Closing

Q1 largely confirmed what we’ve been seeing for a while: multifamily, despite the rate challenges of the past few years, is well positioned and operators who execute well will outperform. We believe the owners who will perform the best this year will be the ones who stayed compliant, invested in the resident experience, deployed tech thoughtfully and intentionally, and, as always with AMC, kept a clear eye on NOI.

AMC is built for exactly this. Our client-first model is designed to help owners navigate complexity, protect against risk, and optimize performance, all while delivering an exceptional resident experience.

First Time Homebuyer Share Falls to Historic Low of 21%, Media Age rises to 40, National Association of Realtors, November 4, 2025, https://www.nar.realtor/newsroom/first-time-home-buyer-share-falls-to-historic-low-of-21-median-age-rises-to-40

About the Author

Jon Tullo is Executive Vice President of Client Services for AMC.

Apartment Communities Managed by AMC Now Benefit from Prisma Prop Tech’s Resident Portal

Mon, 27 Apr 2026 23:00:03 GMT

Resident satisfaction, manager efficiency, and property NOI all enhanced as a result

Apartment Management Consultants (AMC) has successfully launched Prisma Prop Tech (“Prisma”) as its primary resident portal and payments platform for its 25-state, 900+ property portfolio of apartment communities managed. The platform and mobile application are driving benefits to both residents and apartment owners by:

Supporting and encouraging on-time digital rent payments
Offering flexible payment options
Enabling best-in-class resident rewards and loyalty programs
Increasing resident engagement, service and convenience
Enhancing overall property marketability and NOI

“Prisma’s platform is part of AMC’s broader effort to leverage modern, high-performance solutions that complement and optimize the resident experience as well as the performance and valuation of the properties we manage,” says AMC CFO Chris Moltke-Hansen.

Features of the unified resident platform include:

Digital and mobile rent payments (multiple payment types supported)
Streamlined payment processing
Credit reporting
Fraud protection tools
Leading rewards programs
Resident banking and bill pay
Maintenance
Two-way messaging features that integrate seamlessly with AMC’s property management systems

The platform builds and rewards improved financial literacy of residents, while simultaneously improving financial visibility and performance at the property level.

“Prisma is helping us serve residents with modern and reliable financial tools, enhancing convenience and providing meaningful benefits and rewards to improve resident satisfaction and retention,” said Jon Tullo, EVP of Client Services for AMC. “This is a true win-win for residents and owners alike.”

AMC Featured in Multifamily & Affordable Housing Business Cover Story on Occupancy and Retention Strategy

Tue, 07 Apr 2026 17:08:52 GMT

AMC Featured in Multifamily & Affordable Housing Business Cover Story on Occupancy and Retention Strategy

AMC is featured in the March 2026 cover story of Multifamily & Affordable Housing Business, highlighting the company's approach to applicant screening, fraud prevention, and turn management as field-tested strategies for protecting occupancy and NOI in a flat rent growth environment. Jon Tullo, EVP and Head of Client Services, discusses how AMC's technology-driven screening process and disciplined move-in/move-out procedures have contributed to meaningful income growth across the portfolio.

Management & Operations: Keys For Successful Multifamily Properties

Fri, 20 Mar 2026 12:42:30 GMT

Originally posted on apartmentbuildings.com | March 8, 2026

Apartment property managers , also known as operators, were once mom-and-pop concerns. They fixed things, collected rent and stored leases and other paperwork.

These days? Not so much.

Experts told ApartmentBuildings.com that multifamily operators need to go beyond filing skills and maintenance efforts to succeed.

“Managing a single community or multi-asset portfolio requires significant sophistication, infrastructure and expertise,” said Chris Moltke-Hansen, Apartment Management Consultants’ CFO.

Added FirstService Residential Senior Vice President Calynne Oyoloker: “With roughly one in three homes in the U.S. now part of a residential community, the scope of property management has become increasingly complex.”

More than Rent Collection

According to Investopedia, property management involves handling “day-to-day repairs and ongoing maintenance, security and upkeep of properties.”

Also included are tenant screening, leasing and rent collection as well as “resident experience, maintenance, expense control, compliance and capital planning—all with the objective of protecting occupancy and maximizing NOI,” said Curtis Holder, director, head of Asset Management with Excelsa Properties.

Many confuse “asset management” with “property management.” While there is some overlap in both functions, “asset managers focus on long-term hold strategies,” explained Parktown Living Senior Vice President Patti Higgins. “Apartment managers translate those strategies into daily action.”

In other words, “apartment management is the operating system of the investment,” said Ballast CEO and Co-Founder Greg MacDonald.

Then and Now

But not so long ago, property managers had different duties in the wake of the Great Financial Crisis. From the mid-2010s through the aftermath of the pandemic, the goal was to increase lease retention and renewals. “Occupancy was rising, so operators shifted their focus toward revenue growth as demand returned,” explained Barrett Lowell, who is Head of Asset Management with Bonaventure.

At the same time, the ownership strategy focused on value-add, with an eye toward pushing rents and increasing valuations. In such cases, apartment operators might have been required to take on deferred maintenance and upgrades.

In the pandemic’s aftermath, operators still handled maintenance, retention and renewals, and continue to do so today. However, “those factors that differentiated multifamily managers during the 2010s are now required minimums that both residents and property owners expect,” Moltke-Hansen said.

“Property managers are much more focused on operational efficiency, rising insurance and labor costs, fraud prevention and disciplined expense management,” Holder added.

And with multifamily ownership becoming more institutional, there’s been more “emphasis on operational discipline, reporting and technology,” MacDonald observed.

Brewer said that efficient management in today’s multifamily world controls expenses, while guaranteeing a stable (and sometimes increased) cash flow. The result is a higher net operating income and a possible increase in the asset’s value.

Because of this, “the strength of the operating platform can be just as important as the asset itself,” Brewer said.

Today’s operators depend on technology more than they did a decade ago. “Online leasing, automated work order systems, digital communication platforms and data dashboards have improved efficiency, transparency and response time,” Higgins said. Proper technology can boost maintenance tracking and lead to more precise reporting.

Then there are the shifting tenant demands, which require operators to be more communicative and responsive than before. “Residents expect responsiveness, clear communication and reliable follow-through,” Oyoloker explained. “These expectations are shaped by experiences in other industries where service standards have steadily improved.”

Changes in the multifamily sector during the past decade mean that “the job has evolved from property oversight to full-scale operational management,” MacDonald said.

Or put another way, “ten years ago, the market drove value, and operations enhanced it. In today’s environment, efficient operations determine whether value exists,” Apartment Management Consultants’ Moltke-Hansen added.

Looking to the Future

Moltke-Hansen commented that the operations side could see greater consolidation, as larger third-party management companies continue to snap up smaller counterparts. “The M&A activity can provide some management efficiencies, as well as potentially benefit industry talent that may receive more career advancement opportunities, as a result,” he added.

The experts said that cost increases would continue to impact property management functions. Oyolokor with FirstResidential explained that ongoing expenses with materials and labor, along with regulatory changes, will “continue to place pressure on operating budgets across many markets.”

Parktown Living’s Higgins also suggested keeping an eye on broader economic issues, including interest rates and inflation, which “will exert an influence on management strategy and daily decision-making.”

Technology will play an expanded role in operations, improving efficiency. Holder with Excelsa commented that owners who combine effective on-site teams with data-driven operational tools will succeed in protecting NOI and thereby create long-term value.

Speaking of owners, Lowell and Moltke-Hansen foresee an increase in multifamily sales, which will, in turn, affect operations and management strategies.

“The transition teams and processes at property management firms will be working in overdrive to ensure property performance and residents are not adversely impacted by an ownership and/or property management change,” Moltke-Hansen said.

Higher deal volume, combined with rent control regulations and changing eviction processes, means operators will need to be flexible and proactive in their compliance efforts, Bonaventure’s Lowell said.

In short, precise and effective operating platforms and skilled personnel will continue to be important parts of multifamily investment strategies and in maintaining resident satisfaction. To that end, “we’re seeing a push toward more integrated models where ownership, asset management and property management are more closely aligned,” Ballast’s MacDonald said.

Affordable Housing’s Always Been Hard. Now It’s Getting Harder.

Wed, 11 Feb 2026 17:24:50 GMT

Originally posted on Multi-Housing News | February 11, 2026

Owners face shifting funding sources and compliance complexity.

The U.S. is no longer simply grappling with housing affordability it’s operating in a sustained affordability crisis. The number of households impacted has been growing steadily. Over the past decade, apartment rents have climbed significantly while wages have failed to keep pace, leading to financial hardship, especially among lower income Americans. These consumers are now driving significant demand for affordable units across the country. Unfortunately, all U.S. markets lack available supply to meet this demand. As a result, prospective renters are sitting on lengthy waiting lists to access affordable units and low resident turnover isn’t helping the queues. The pressure of the ongoing housing crisis has become tangible and visible at the site level, in leasing offices every day.

All these dynamics serve as a backdrop to notable developments happening within the affordable apartments industry. Here’s a snapshot.

Ownership is shifting

Affordable apartment communities have traditionally been owned, in large part. by smaller mom-and-pop investors. However, that is changing across the industry. With the affordability crisis moving to the national stage, becoming a primary concern to consumers, political figures and industry participants alike, sophisticated groups backed by institutional capital are entering the sector. Not only are some these players becoming owners, but others aim to deliver a variety of solutions across investment, finance, development, and operations.

The influx in capital now focused on affordable rentals is shielded somewhat from investment risk due to the growing and measurable gap between available unit supply and demand. And, as the investment and ownership landscape morphs, so too does the look and feel of affordable communities. Product in this category no longer just includes dilapidated units. Quality is rising, adding desirable amenities and supportive service partnerships reshaping these communities to meet a wide variety of community needs.

Low optimism surrounding new supply

Even with institutional groups entering the affordable housing arena, challenges to the delivery of new units abound. New construction hurdles today are vast and include access to developable land at the right price point, a persistent labor shortage, NIMBYism, tariff and inflation influence on building material pricing and more. High overall costs challenge the financial feasibility of many new construction projects.

Unfortunately, there is no singular solution. Elevated strategy and a suite of approaches are required to make meaningful progress in the right direction. Delivering new supply now requires layered subsidies, creative capital stacks and sometimes strong local political alignment to close the existing gap that will meet demand. Access to reasonably priced land, tax incentives, finance availability, and a construction workforce are all considerations to making new construction financially feasible.

Owners of affordable communities also challenged

In addition to new construction and supply challenges, owners of existing affordable rental communities are also facing hurdles. Maintenance and rehabilitation efforts today are costly. Labor is as well, in part because of worker shortages. Additionally, the approaching maturity of Low-Income Housing Tax Credits, one third of which are set to expire by 2035, are making it harder for some to be a profitable owner of affordable communities. Continued longevity requires owners to evaluate recapitalization, or re-syndication strategies long before relief from the existing compliance periods. Rather than figure out a means to navigate around all these obstacles, some are simply deciding to retire out of the sector.

Changes to traditional federal funding sources are also making waves. Last year brought wide scale staff and funding reductions within HUD. In response, individual states are stepping in to fill the gap, leading to a diversification of funding initiatives. While diversification of funding can push opportunities forward, there are inherent challenges that accompany such shifts, especially the introduction of additional administrative burden.

Owners will now increasingly source funding for their affordable communities from various local and state programs, many newly established, rather than just from a single source at the federal level. An obvious accompaniment to this proliferation of new funding options is increased compliance. Compliance complexity is growing, and the margin for error is shrinking just as quickly. Additional regulatory considerations, rules, reporting requirements, and audits are not just complex, they are time-consuming, demanding strategic internal controls and expert oversight. The process inherently increases operational strain to owners.

The bottom line

With these new challenges, it’s more important than ever that affordable apartment owners are plugged into operations , asset management and regulations related to their communities. Owners that succeed in this new environment will be those who prioritize partnership with the right agencies, operating partners and property managers. All will be key to accessing finance, mitigating risk and ensuring a community succeeds moving forward. While affordable housing developments remain mission-driven, there is now a need to operate with institutional-level sophistication.

Also, engaging with residents, the families we serve, should become a consistent operational discipline, rather than an afterthought. Residents live in the community and feel firsthand any struggles related to cost of living, transportation, childcare dynamics and more. Thus, they are the key source of real time market intelligence that data never truly captures in any given market. Resident feedback informs an owner whether the individual apartment community and its rents work for those residents and ultimately, whether the community is financially viable overall. The future of the affordable housing will favor owners who are willing to adjust, align their operations and treat both compliance and sound management as strategic tools for performance and protection, not simply requirements to satisfy.

Danielle Little is executive vice president of affordable housing compliance for Apartment Management Consultants, an apartment management firm operating a 158,000-unit portfolio across 25 states and all major multifamily asset classes.

Pillar of the Industry Award

Tue, 16 Dec 2025 15:26:48 GMT

On December 11,2025, AMC was awarded the Pillar of the Industry Award by the Utah Rental Housing Association.

Celebrating its Silver Anniversary, AMC marks 25 years as a Utah-founded and headquartered apartment management company dedicated to elevating the standard of rental housing. From its beginnings in the state, AMC has grown into one of the nation’s leading multifamily property management firms and is proud to rank No. 7 on NMHC’s 2025 Top Managers list. Today, AMC manages 158,000 apartment units that house more than 288,000 residents across 25 states.

AMC attributes its growth to three core principles: a client-first approach, disciplined property-level operations that focus on cost management and revenue optimization, and above all, AMC attributes its success to its people. Eight teams, including AMC Regional Vice Presidents, Vice Presidents, and Senior Vice Presidents attended the 2025 Rental Housing Association Board installation and holiday party —who together represent an extraordinary 113 years of combined service to the company. Their longevity and leadership exemplify AMC’s culture of developing talent from within and fostering long-term careers in rental housing.

Accepting the Pillar of the Industry Award on behalf of AMC was Chrisy Bond, Senior Vice President of Operations, whose leadership reflects the dedication, professionalism, and integrity that define the organization.

Chrysalis Butterfly Ball

Mon, 24 Nov 2025 14:46:59 GMT

October 20, 2025

At AMC, we believe that stable housing and meaningful work are cornerstones of thriving communities. That’s why this year, we were proud to sponsor the Chrysalis Butterfly Ball , an event that supports the life-changing work of the Chrysalis Foundation .

Since 1984, Chrysalis has helped more than 90,000 individuals overcome barriers to employment, offering job-readiness programs, individualized support, and transitional job opportunities. Their mission is to empower people on the path to stability, security, and fulfillment, which aligns closely with our own belief that housing and employment together create lasting foundations for success.

This was our first year supporting the Butterfly Ball, and it was inspiring to see so many leaders from across California’s real estate industry come together for a shared cause. AMC has been part of the real estate community in California for over 20 years, so supporting an event that strengthens communities across the state felt both meaningful and natural for us.

In addition to our company sponsorship, several of our team members made personal contributions; a reflection of how deeply this mission resonates with us. Supporting organizations like Chrysalis helps extend the impact of what we do every day.

We look forward to continuing to partner with organizations that create real change and opportunity in the communities we serve.

To learn more about Chrysalis and their incredible work, visit: https://www.changelives.org.

AMC’s Future is Bright

Thu, 13 Nov 2025 15:42:01 GMT

A Note from Brenda Barrett on Where We Are Headed

AMC has much to be grateful for after 25 years of success in the apartment management business. We’ve organically grown from a humble beginning to an industry leading position that today manages more than 900 communities and 158,000 units in 25 states. As we continue to celebrate our Silver Anniversary this year, we are focused on AMC’s future and clarifying our focus and vision. AMC has and will continue to be singularly focused on providing unrivaled third-party management services for multifamily communities and their owners. We believe this ‘manage-only’ philosophy is critical to ensure our clients’ apartment assets are our top priority; We stand firm in our commitment to this approach.

Leading the Industry with the Best Bench

As I shared during our most recent Leadership Conference, the key to our success has always been our people. We continue to invest in and develop our own people through training, as well as promotion and advancement from within. Our AMC team is a naturally motivated, driven, reliable, and results-oriented group. We have intentionally recruited new additions to this team that share those deeply valued attributes. As a result, our talent bench is enviable and among the strongest you’ll find anywhere in the industry.

Reinvestment in the Company

AMC has always taken pride in our ‘roll up our sleeves, get it done’ mentality, and that approach has served us well. Every one of us has contributed to remarkable results, and there is much to be proud of. While this mindset has led to significant growth, AMC continues to evolve. We are strategically reinvesting back into the company to prepare ourselves for what lies ahead and to position ourselves for continued success. We are upgrading numerous systems and technologies, and enhancing our ability to harness robust data to leverage as a service to our clients.

Departments are expanding with the addition of industry experts as well as support staff across numerous disciplines. Everything we invest in these functions is designed to support our client-facing teams, and enable them to deeply focus on what they do best: provide exceptional client service and deliver outstanding performance at the communities we manage.

Growing Specializations Across the Complete Multifamily Stack

Our roots in the workforce and attainable housing sectors established a strong foundation for AMC, and have set the stage for continued expansion into multiple multifamily sectors over the years. We are proud of the exceptional reputation we’ve built as a trusted manager. Today, AMC is relied upon by owners and investors to manage a broad array of properties across the multifamily spectrum, from affordable to high-end new construction, and all asset classes in between. We have demonstrated that we can do it all and will continue to expand our expertise, range of services, and management portfolio.

Sharing Who We Are, and Our Wins

You have likely noticed the AMC brand looks a little different, yet still feels familiar. We have preserved everything you know and love about AMC, while intentionally refreshing our look and feel. This refresh better reflects the apartment industry we serve and captures the excitement and pride we feel as we commemorate our 25th year in business.

We remain as committed as ever to excellence in management. That dedication has earned AMC a spot on NMHC’s Top 10 Managers list, ranked at No. 7 this year. We plan to continue working hard every day to improve property operations and performance for our clients. We have been consistently recognized for our industry leading performance, and have proven that our approach is one that wins.

We look forward to the future successes, milestone achievements and initiatives of AMC and our teams in the coming months as we continue to celebrate our 25th anniversary.

Doubling Down on Our Primary Focus: Our Clients

As we reflect on AMC’s journey, one common thread remains abundantly clear: we will never abandon our core values. It is essential that we all remember our roots and recommit to our mission:

Deliver Consistent Results to Clients by Maximizing Their Property Earnings, Protecting Long-term Asset Value & Cultivating the Best Team.

Our growth has been a natural result of exceptional client service, a commitment to outpacing industry benchmarks, and the bottom-line NOI results that we have delivered to our clients. Remarkably, we have retained nearly all our original clients. There is a reason for that. Even as one of the largest apartment management companies in the U.S. , we have remained focused on and committed to our clients. Our client-first approach is the heartbeat of AMC, and it will continue to guide us into the future.

Sincerely,

Brenda Barrett, CEO

AMC Celebrates 25 Years in Business

Tue, 23 Sep 2025 20:50:23 GMT

Country’s 7th largest apartment management company refreshes brand, launches new site and enhances systems to continue to deliver client results

SALT LAKE CITY, UT (September 23, 2025) – Apartment Management Consultants, LLC (“AMC”), one of the country’s top 10 property management firms serving the multifamily marketplace, is now celebrating 25 years in the business. Founded in 2000 by Greg Wiseman, who remains a senior advisor to the company, AMC today manages 923 properties encompassing approximately 158,000 units.

“AMC got its start in September 2000 working out of the back room of our very first apartment community, a 588-unit property in West Jordan, Utah, that we are happy to still be managing today,” says AMC Chief Executive Officer Brenda Barrett. “We have since grown organically into one of the country’s largest apartment management firms through our best-in-industry results and the referrals that have followed. We have a lot to celebrate at this key milestone as we gear up for our next phase of growth.”

Today, AMC ranks #7 on the 2025 NMHC Top 50 Managers List *. The company serves about 200 clients and retains long-term relationships with nearly all its first set of owner customers. The company employs approximately 3,828 team members, including 139 regional property managers, 21 vice presidents, and 9 senior vice presidents. Over its 25-year history, AMC has managed properties in 43 of 50 states, and its management portfolio is known for consistent performance.

“Our talent is unrivaled and is the foundation of our success,” adds Barrett. “We hire those with an entrepreneurial spirit and a love of the business, then we provide best-in-class training. We are well-known for promoting from within and, because they know they are valued, the average tenure of our employees is significantly longer than is typical in the industry.”

As both a nod to its 25-year milestone and a signal to its continued commitment to innovation, AMC is unveiling a brand refresh this month. As part of the initiative, the company enhanced its logo and launched a new website. All branding enhancements were made for intentional transparency and communication about AMC’s continued owner-centric business model and service promise, as well as its growing sophistication.

“This moment felt like the right time to evolve how our brand shows up in the world; to better reflect who we've always been, a performance-driven, client-first organization,” says Barrett. “Our refreshed identity and new website are designed to honor our legacy while positioning us for the future."

As part of AMC’s climb to becoming a top-tier national apartment manager, the company has expanded its leadership team and launched a significant technology modernization initiative to improve client and resident service efficiency. AMC has also achieved meaningful market share growth in key subsectors, including affordable housing and luxury lease-ups, while broadening its range of service offerings. As AMC continues to grow, it will remain focused on the foundation of its success: creating value for clients and their real estate holdings.

“We understand this is a pivotal moment for us,” says Barrett. “Our management portfolio is now diversified across all key multifamily types – from affordable housing to luxury new construction lease up communities, and everything in between. We are investing back into the company, modernizing our technology platforms and systems, and priming the business to maximize property performance and enhance service levels for our clients, while positioning AMC for what we believe will be another phase of continued growth. We have never been as optimistic about the future as we are right now.”

About Apartment Management Consultants, LLC (AMC)

Apartment Management Consultants, LLC, or AMC, is one of the country’s leading property management firms serving the multifamily sector. With a business model that emphasizes best-in-business property profitability and valuation, AMC currently oversees a portfolio encompassing 923 properties, serving valued clients across 26 states. AMC is headquartered in Salt Lake City. Visit www.liveamc.com .

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*NMHC Top 50 Managers, 2025 Rankings, NMHC, https://www.nmhc.org/research-insight/the-nmhc-50/top-50-lists/2025-top-managers-list/