Vice President, Transactions & Transitions

Position Summary: The Vice President, Transactions & Transitions is responsible for leading the cross-functional execution of real estate transactions and asset transitions across the enterprise. The position serves a central coordination point for capital events, ownership and portfolio changes, property management transitions, and other significant events that require coordinated action across multiple business lines and corporate departments. The VP ensures that transactions and transitions move from decision through closing, implementation, and operational stabilization in a disciplined and consistent manner. The role establishes governance, timelines, accountability, readiness standards, and handoffs while ensuring that business owners and functional leaders remain accountable for the substantive work within their respective areas. The VP reports to the Chief Operating Officer, has direct reports supporting transaction and transition execution, and works closely with business-line and functional leaders across the enterprise. Primary Areas of Responsibility Transactions Lead enterprise coordination and execution planning for significant real estate transactions, including: Acquisitions Sales and dispositions Portfolio acquisitions or dispositions Ownership changes and entity restructurings GP/LP or fund ownership changes Year-15 and similar ownership transitions Refinancings and recapitalizations where significant cross-functional coordination is required Other transactions requiring coordinated operational implementation Asset and Management Transitions Lead major operational transitions affecting properties or portfolios, including: Change in property management company Transition from third-party management to in-house management Transition from in-house management to third-party management Change between third-party management companies Acquisition onboarding Disposition offboarding Significant regulatory or ownership conversions requiring operational transition May be added at a later date: Construction completion and turnover to Property Management; New development lease-up and stabilization; Major rehabilitation or repositioning transitions; and Portfolio transfers between internal operating teams Establish transition plans covering people, systems, data, financial operations, vendors, contracts, resident operations, compliance, technology, insurance, reporting, and documentation. Transaction & Transition Governance Develop and maintain a standardized enterprise framework for transactions and transitions, including: Transaction and transition playbooks Standard workplans and checklists Functional deliverables RACI matrices Stage gates and readiness reviews Closing readiness requirements Day 1 / Day 30 / Day 60 / Day 90 plans Escalation protocols Executive reporting Post-transition reviews and lessons learned Establish clear accountability by function and ensure that required activities are completed before major milestones. Cross-Functional Leadership and Accountability Serve as the central transaction and transition lead across participating teams, including: Business Lines: Fund Management; Development (3); Asset Management; Property Management; Construction Corporate Departments: Legal; Finance; Property Accounting; Corporate Accounting; Treasury; Tax; HR / Payroll; IT; Yardi / Business Applications; Data & Reporting; Insurance / Risk Management Departments within Property Management: Compliance; Residential Leasing; Marketing / Communications; Contract Administration; Procurement and Vendor Management Operational Readiness Ensure that the organization is operationally prepared for each closing or transition. Partner with the appropriate functional leads including business lines, corporate departments, and departments within business lines to confirm readiness. The VP is responsible for coordinating and monitoring readiness across these functions. Functional leaders remain responsible for completing the work within their respective teams. Data & Document Readiness Establish standards for the information that must be collected, validated, transferred, and retained for each transaction or transition. Ensure that: Required information is identified early in the process. Functional owners are assigned for each data element or document. Information is maintained in designated systems of record. Historical transaction and transition records are retained. Data required for ongoing operations and reporting is complete at handoff. Risk & Issue Management Maintain visibility into risks that could affect closing, Day 1 operations, resident experience, compliance, financial reporting, or asset performance. Develop and maintain an enterprise-level issue and risk log and ensure that significant issues have a designated owner, resolution plan, target date, appropriate escalation, and executive visibility when necessary. Drive cross-functional resolution of issues that affect multiple teams or require executive decision-making. Executive Reporting Provide concise reporting to executive leadership regarding: upcoming transactions and transitions; major milestones; closing readiness; operational readiness; at risk deliverables; outstanding executive decisions; material risks; and post-closing stabilization. Develop and maintain a consolidated enterprise transaction and transition pipeline that provides leadership with visibility across the portfolio. Process Improvement Conduct post-transaction and post-transition reviews to identify recurring issues and opportunities for improvement. Use lessons learned to continuously improve: processes, checklists, systems, data requirements, contract requirements, contact provisions, due diligence requirements, functional responsibilities, transition timelines. Identify opportunities to automate workflows, improve handoffs, and eliminate duplicative manual processes.