DFW, portfolio-local
Supports direct oversight, network leverage and faster problem resolution.
Leadership decision site · July 2026
Back the leader.
Build the company.
A focused DFW third-party multifamily management platform led by Founding President Candice Muldrow, fully supported with executive leverage, operating depth and launch capital.
100%Support behind Candice's mandate
$100KLaunch capital, excluding annual payroll
150Contracted units by Day 90
~1,160Planning-case break-even units
THE RECOMMENDATION
Give Candice the mandate, people, capital and executive support to build the company. Use clear evidence to celebrate progress, remove obstacles and accelerate the launch.
01 · Strategic thesis
Launch a focused operating platform, not a broad management company.
The initial target is a 75-250 unit workforce or value-add property in DFW whose ownership group needs stronger execution, clearer reporting or a transition from an underperforming manager.
Workforce and value-add
Matches M Group's operating experience and owner perspective.
75-250 units
Professional economics with a winnable regional competitive position.
Friendly, unaffiliated owner
Proves the platform outside the related-party portfolio.
The market opening
Sell an operating outcome, not generic management.
Owners need local speed, financial discipline and visibility before problems become monthly surprises.
01
Weak performance visibility
Weekly scorecards, monthly owner reporting and named accountability.
02
Leasing and collections opportunities
Daily funnel management, conversion discipline and clear forward plans.
03
Slow turns and inconsistent maintenance
Turn standards, vendor controls and aging visibility.
04
Manager turnover and recruiting delays
Existing recruiting infrastructure and structured onboarding.
05
Distant corporate management
DFW leadership, direct access and faster owner decisions.
02 · Service architecture
A complete operating system with disciplined pricing.
The promise is owner-level financial discipline, local operator speed and a measurable weekly management system.
Property operations
Onsite leadership, performance management and exception resolution.
Leasing and revenue
Leasing, renewals, collections and resident-experience discipline.
Maintenance and turns
Turn standards, preventive maintenance, vendor controls and aging visibility.
Owner reporting
Monthly close coordination, variance management and transparent owner reporting.
Financial performance
Budgeting, NOI improvement planning and property-level accountability.
Compliance and assurance
Designated-broker supervision, controls, insurance and documented readiness gates.
Talent system
Recruiting, onboarding, role scorecards and structured performance management.
Capital projects
Coordination under separately approved scopes, budgets and conflict controls.
BASE FEE3%of gross monthly income
PLANNING REVENUE$39per unit per month
CONTRIBUTION$29per unit per month
MINIMUM ECONOMICS70%+contribution margin
Pricing remains a management hypothesis until validated through competitor proposals, owner interviews and the first three formal bids. Transition work is priced separately. Ancillary revenue is excluded from the base case.
03 · Leadership architecture
Candice leads the company.
The team multiplies her impact.
The design gives Candice true enterprise authority, surrounds her with licensed operating depth and keeps Corey in a high-value ownership and sponsorship role.
M Group Enterprises
Capital, governance and reserved matters
Corey
Mandate, capital guardrails and weekly coaching
Candice
Enterprise vision, launch outcome, P&L, clients and leadership team
COO / Designated Broker
Operations, compliance, controls, SOPs and service quality
Executive Assistant
Calendar, CRM, follow-up, decision log and scorecard discipline
Leadership commitment
Candice receives authority, people, approved capital and direct executive sponsorship. She leads the plan, recommends adjustments and brings forward the decisions that will help the company move faster.
APTIVE leadership fit
Put Candice's growth strengths at the center of the company.
Her profile supports business development, client trust, recruiting, collaboration, change leadership and brand formation. Executive leverage and operating depth give those strengths the platform to scale.
Relationship building
Owner development and retention
EA-managed CRM disciplineBig-picture thinking
Company creation and positioning
Stage gates, budgets and operating plansSocial cohesion
Culture and client communication
Clear decision rightsCreative disruption
Owner problem-solving
COO-owned SOPs and controls04 · Capital and economics
The $100,000 launches the platform. A separate runway keeps it fully resourced.
Leadership capacity comes before revenue. The base planning case treats the first year as a deliberate investment period while Candice builds the client base and validates additional service lines.
$100Klaunch capital
COO / Broker launch support$30,000
Executive Assistant launch support$20,000
Entity, licensing, counsel and insurance$15,000
Executive search and recruiting$10,000
Brand, website, CRM and collateral$10,000
Technology and operating setup$5,000
Travel, outreach and launch events$3,000
Contingency$7,000
Budget control
Candice may deploy approved category budgets. Reallocation above 10% between categories or total commitments above $100,000 require Corey's written approval.
Planning-case simulator
At what scale does the platform support itself?
Move the unit count to see management-fee revenue, contribution and monthly EBITDA, then open the protected planning room to adjust the full operating budget and opportunity pipeline.
0Break-even: 1,1581,300
MONTHLY REVENUE$29,250750 × $39
GROSS CONTRIBUTION$21,750750 × $29
MONTHLY EBITDA-$11,813after $33,563 fixed cost
408 additional units to planning-case break-even.
Protected leadership planning room
Test every operating lever and opportunity engine.
Adjust the management fee, unit economics, executive budget, construction services, AI products, turn coordination, procurement and client-transition income. Save named scenarios and share them with the leadership team.
12-month planning ramp
External units under management
0Jul
0Aug
0Sep
150Oct
150Nov
300Dec
300Jan
450Feb
450Mar
600Apr
600May
750Jun
FULLY LOADED PLANNING LINE$14,375per month
COO / Designated Broker compensation guardrail
A conservative model, not an approved offer.
The P&L equals a $150,000 annual base salary, or $12,500 per month, plus a 15% planning allowance of $1,875 for payroll taxes and benefits. The model is intentionally conservative because it combines a true operating COO with an active Texas Designated Broker.
Recommended search
$120,000-$135,000 base plus performance incentive. Consider fractional, transitional or milestone-based deployment before contracted revenue. Do not pay a premium for passive license rental. Split broker coverage from the later COO hire if one candidate cannot perform both roles.
05 · Execution system
The first 90 days move from mandate to a contracted client.
Each phase ends with visible progress and a clear next decision. Legal, licensing, insurance and designated-broker readiness give Candice a confident foundation for the first client launch.
Weeks 1-3
Mobilize and design
CANDICE-OWNED OUTCOME
Accept the mandate, confirm governance, launch formation, approve the ideal client profile, select the brand direction and define services.
DECISION GATE
Brand, service architecture and pricing hypothesis approved.
Readiness before revenue
Launch the first client with the full platform ready to deliver.
Legal and entity
Texas entity, governing documents, contracts and counsel clearance
CoreyBrokerage and compliance
Active designated broker and supervision framework
COO / BrokerInsurance
E&O, GL, workers compensation and contract coverage
COO / BrokerFinancial controls
Trust-accounting design, reconciliations, approvals and close
COO + controllerTechnology
PM platform, CRM, document controls, security and reporting
COO / BrokerPeople
EA and COO onboarded; property staffing plan approved
CandiceOperating playbooks
Leasing, collections, maintenance, turns and escalation SOPs
COO / BrokerClient transition
Data, staffing, vendor, resident and Day 1 plan
COO / BrokerWeekly governance
One scorecard. One owner per number. One Friday review.
Candice presents progress, shares insights, recommends next moves and requests the decisions that will help her accelerate execution.
| Who | Measurable | Goal | Source | 7/17 | 7/24 | 7/31 | 8/07 | 8/14 | 8/21 | 8/28 | 9/04 | 9/11 | 9/18 | 9/25 | 10/02 | 10/09 | Total | Average |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Launch execution | ||||||||||||||||||
| Candice | Critical milestones completed on time | >= 90% | 90-Day Plan | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Candice | Weekly commitments completed | >= 90% | President Weekly Review | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Candice | Weekly President report delivered on time | = 100% | President Weekly Review | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Candice | Budget variance to approved plan | <= 5% | Startup Budget | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Candice | Success conditions awaiting sponsor decision >7 days | = 0 | Success Enablers | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Commercial pipeline | ||||||||||||||||||
| Candice | Qualified owner relationships | >= 10 by Day 90 | CRM | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Candice | Qualified units in pipeline | >= 1,000 by Day 90 | CRM | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Candice | Formal proposals delivered | >= 3 by Day 90 | Proposal Log | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Candice | Signed external clients | >= 1 by Day 90 | Executed Agreements | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Candice | Contracted units | >= 150 by Day 90 | Executed Agreements | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Candice | Contracted monthly recurring revenue | >= $5,850 by Day 90 | Executed Agreements | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Team and capability | ||||||||||||||||||
| Candice | Executive Assistant hiring milestone | Onboard by Week 4 | Hiring Plan | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Candice | COO / Designated Broker hiring milestone | Onboard by Week 8 | Hiring Plan | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| COO / Broker | Entity licensing and compliance readiness | = 100% before go-live | Readiness Checklist | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| COO / Broker | Operating SOP readiness | = 100% before go-live | SOP Index | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| COO / Broker | Client onboarding readiness | = 100% before contract | Readiness Checklist | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Governance and quality | ||||||||||||||||||
| Candice | Leadership decisions awaiting owner >5 business days | = 0 | Decision Log | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Candice | Professional stakeholder updates completed | = 100% | Communication Log | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
| Candice | Material claims supported by evidence | = 100% | Source Register | • | • | • | • | • | • | • | • | • | • | • | • | • | • | • |
Scroll horizontally to review all 13 Friday-ending weeks. Gray dots indicate values awaiting launch reporting.
06 · Talent system
Give Candice the resources required to execute.
Each critical role uses M Group's six-part recruiting toolkit: role avatar, rubric, paid test, onboarding plan, operating playbook and KPI scorecard.
| Role | Need | Target | Selection authority | Status / trigger |
|---|---|---|---|---|
| Executive Assistant | Launch critical | Week 4 | Candice selects within approved band | Immediate |
| COO / Designated Broker | Launch critical | Week 8 | Candice recommends; Corey approves | $120K-$135K base + incentive |
| Fractional Controller | Before first client | Before contract | Corey approves firm | Outsource initially |
| Client Onboarding Manager | Growth triggered | 450 units | Candice approves | Conditional |
| Regional Operations Leader | Scale triggered | 750 units | Candice approves; Corey informed | Conditional |
01Role avatar + JD
02Interview rubric
03Paid work test
0430/60/90 plan
05Operating playbook
06Position toolkit
07 · Board-backed success plan
Put every success condition in place from the beginning.
The central commitment is simple: Candice leads the enterprise, the operating team delivers the platform and Corey actively sponsors the outcome.
Success enabler01
Candice stays focused on enterprise leadership
Fund an empowered COO / Broker with clear operating authority.
Success enabler02
Corey remains an effective executive sponsor
Use the Friday review for coaching, decisions and obstacle removal.
Success enabler03
Brokerage leadership carries real authority
Use a live operating case, references, license diligence and a clear mandate.
Success enabler04
The launch remains fully resourced
Approve the 12-month operating budget before executive offers.
Success enabler05
The pipeline stays decision-ready
Count opportunities with a decision-maker, defined need, timing and next action.
Success enabler06
The first client becomes a reference account
Use a client-fit checklist and price transition work separately.
Success enabler07
Compliance supports a confident launch
Use a counsel-led licensing, insurance and broker-readiness path.
Success enabler08
Delivery capacity matches the promise
Run a readiness simulation and complete critical SOPs before go-live.
Success enabler09
Every shared asset reinforces Candice
Apply a supportive, business-only editorial standard across the package.
Success enabler010
Pricing funds excellent service
Use minimum fees, onboarding fees and contribution-margin approval.
The ownership decision
Approve the mandate, launch capital, runway process and two executive searches.
The company should proceed immediately, subject to six conditions.
- 01
Confirm Candice as Founding President with full ownership of the launch outcome.
- 02
Approve the $100,000 launch budget and its category guardrails.
- 03
Authorize immediate DFW searches for a full-time Executive Assistant and COO / Designated Broker.
- 04
Develop and approve a separate first-year operating runway before final executive offers.
- 05
Adopt the 13-week scorecard and Friday Founding President review cadence.
- 06
Require legal, licensing, insurance and readiness gates before any client go-live.
BOTTOM LINE
M Group Enterprises should give Candice the full mandate, resources and executive support to build the company. Clear evidence will help the leadership team celebrate progress, remove obstacles and give the new business the operating depth required to serve external clients exceptionally well.
Decision package
Review the complete source materials.
The website is an executive navigation layer. The native documents remain the source of record.
OPEN SOURCE ↗
Executive dossier
The complete business plan and leadership rationale.
OPEN SOURCE ↗Budget and operating model
Startup budget, P&L, 90-day plan, RACI, scorecard and success enablers.
OPEN SOURCE ↗Leadership decision deck
The concise board-level presentation.
OPEN SOURCE ↗PDF dossier
Export-ready version for distribution and review.
Source and use note
Market context references CBRE, Northmarq and Yardi Matrix. Regulatory structure references the Texas Real Estate Commission. Internal conclusions use the M Group Creed, Candice's APTIVE profile, the M Group scorecard standard and the Recruiting Manager hiring toolkit.
This is a management plan, not legal, tax or brokerage advice. Counsel, the designated broker and insurance advisors must approve the final operating structure and client agreements.