Ownership planning
Each department's five goals as submitted, with the measure it named, where the number lives, the baseline status, and a column per quarter for the actual. Baseline status is read from the submission: "No baseline" means the department said it does not track the number today; "due Q1" means the submission commits to building it in Q1 2027. Decisions and investment signals are listed as written, with the date each department said it needs an answer.
| # | Goal, size and owner | How we would know | Baseline | Q1 2027 | Q2 2027 | Q3 2027 | Q4 2027 |
|---|---|---|---|---|---|---|---|
| F1 | Start Westbend, the County site and Jeffrey Phase 10 in Q1 2027 or earlier. Size: 889 units; about $14M of equity across two raises ($8M County, $6M Phase 10) · Owner: Development; Capital Markets JLThe $8M County equity needs a definition. The July 4 on the Line proforma sized the loan to 1.25x DSCR (about $54M, 78% LTC) and land value covered the roughly $8.1M equity line with no cash needed. Since then the $6.35M land basis went on the Kish A&D loan. Is $8M gross or cash after land value and the A&D takeout? LP-vs-pref is only a live decision if it is cash. |
Start dates against the pre-development schedule; cost basis and draws; lease-up and achieved rents once delivering Source: Smartsheet, NetSuite, Entrata · Cadence: Monthly through start, then monthly on construction, quarterly on rents Early signal: County schedule not issued by end of January means the Q1 start is gone |
Baseline exists | ||||
| F2 | Rebuild the development budget so every department sees and owns its lines, with small, medium and large templates usable at underwriting. Size: Three templates; department-level view on every project under construction · Owner: Development; Finance and Accounting JLClaude: draft the small, medium and large templates with NetSuite account mapping built in, and a department-view script that reads actuals back against the same lines. |
New projects budget from a template at underwriting; departments confirm their lines before start; actuals roll up to the same structure Source: NetSuite · Cadence: At underwriting and at start on each project; quarterly budget vs actual by department Early signal: If the first template does not survive Community Management and Finance, rebuild before rollout |
No baseline | ||||
| F3 | Sign LOIs on 750 or more units, inside or outside Columbus, and start one to two projects over $20M beyond the three carryovers. Size: 750+ units under signed LOI in 2027 · Owner: Development; Capital Markets; Ownership on market selection JLClaude: LOI pipeline tracker by unit and market; target-market shortlist by end of Q1 is the early signal, build the shortlist now. |
Signed LOIs counted by unit; starts over $20M against the development schedule Source: Pipeline tracker, development schedule · Cadence: Quarterly against the pipeline Early signal: No shortlisted target markets by end of Q1 puts the out-of-market target at risk |
Baseline exists | ||||
| S1 | Run the meeting cadence inside Thrive so Development and the other departments work to one set of project timelines. Size: Not sized · Owner: Development; all departments in the cadence JLUnsized, no owner on the slide, and the same goal as S2 with the audience changed. Merge or give it its own check. |
Planned vs actual on each phase gate out of the operations meeting; attendance of the people the cadence names Source: Operations meeting, Smartsheet · Cadence: Operations meeting cadence; quarterly planned vs actual by phase Early signal: County and Westbend timelines not reviewed in the operations meeting by end of Q1 |
No baseline | ||||
| S2 | Run the project cadence with outside partners inside it, so they know the timeline, what is needed from them and who owns each piece. Size: Starts with the County site and Westbend community center, then all active projects · Owner: Development; Brand and Marketing; Interior Design; Construction; Community Management JLNothing new is needed by their own account. The risk is the cadence slipping when projects get busy, which is exactly what the tracker would show. |
Planned vs actual on each phase gate; whether partners had the timeline and deliverable dates before work started Source: Operations meeting, Smartsheet · Cadence: Operations meeting cadence; quarterly planned vs actual by phase Early signal: Same as S1 |
No baseline |
| # | Goal, size and owner | How we would know | Baseline | Q1 2027 | Q2 2027 | Q3 2027 | Q4 2027 |
|---|---|---|---|---|---|---|---|
| F1 | Maximize net income by meeting monthly revenue, vendor rebate and cost of sales targets while keeping overhead low. Size: $100M to $120M revenue; $3.0M to $3.6M net income · Owner: Construction; CIO on loan closings; Development; Realty JLA forecast, not a goal: $3.0M to $3.6M on $100M to $120M is a 2.5% to 3.6% margin, flat to down from a year they call among the lowest since 2021, and the whole range hangs on two loan closings Construction does not control. |
NetSuite, Procore budgets and schedules, WIP report Source: NetSuite, Procore · Cadence: Weekly project reviews; monthly with the Construction Controller Early signal: GVX-4OTL loan close Dec 2026 and JP-10 Jan 2027; any slip moves revenue and net income |
Baseline exists | ||||
| F2 | Hold payroll flat and cut one month from each job schedule to reduce interest carry. Size: Payroll $6.0M to $6.1M; about $60K interest savings on the line · Owner: Construction; Development on pipeline JLUnderstates its own case. One month off every schedule is quoted as about $60K of interest on Construction's line. The owner-side carry on $50M to $70M of average outstanding construction debt at about 7% is roughly $300K to $400K per month saved. Claim it. |
Payroll on the NetSuite income statement; Schedule Milestone Comparison Report Source: NetSuite, Procore · Cadence: Weekly milestones; monthly expenses; quarterly staffing Early signal: Delayed funding slows progress and raises overhead and interest |
Baseline exists | ||||
| F3 | Reduce warranty spend through higher construction quality and Business Partner accountability. Size: Down 15% (about $34K to $38K) from $225K to $250K, to $191K to $213K · Owner: Construction; Business Partners; Design and Development; Facilities and Community Management JLNo baseline, by their own admission, and the NetSuite report that would measure it does not exist. Build it now by vendor so Q1 is the baseline and Business Partner accountability has teeth. Michael cabinet punch: 27 of 46 defects were the same drawer-alignment issue, one vendor conversation before Bldg W, X and 4 on the Line cabinets are bought out. |
NetSuite warranty report after closeout, split true warranty vs customer relations vs missed cost; monthly review of CM and Facilities service requests Source: NetSuite (report being built), Entrata service requests · Cadence: Monthly against budget Early signal: Warranty spend has not been tracked well; 2027 sets the benchmark |
Baseline due Q1 2027 | ||||
| S1 | Build consistent processes from pre-construction through closeout and handoff to Community Management and Homeowners. Size: Construction Operations Manager full year; about $14K per year QA and punch list app under evaluation · Owner: Construction Operations Manager; Development, Realty, Community Management JLLive Procore read today: 1,242 open punch items across 28 jobs, 1,121 past due, 128 inspection lists with none dated in the last 30 days and 49 closed with items left not inspected. The convention is the problem, not the tool. |
Workleap Team Member surveys; online reviews at finished communities Source: Workleap, reputation data, Procore · Cadence: Bi-weekly check-ins on the Ops Manager's top three priorities Early signal: Buy-in from the construction team |
No baseline | ||||
| S2 | Pay Business Partners consistently within 45 to 60 days of invoice receipt. Size: Fewer past-due items on aging reports · Owner: Construction; Development and CIO on funding JLTheir own text: usually driven by funding issues rather than our internal payment process. Belongs with Development and Capital Markets or it is not a Construction goal. Claude: invoice-receipt-to-check report from NetSuite by project and funding source. |
AP and Business Partner aging; report of time from invoice receipt to check issued (being built) Source: NetSuite · Cadence: Monthly aging and bill approval duration review Early signal: Funding must be in place before work is billed |
Baseline due Q1 2027 |
| # | Goal, size and owner | How we would know | Baseline | Q1 2027 | Q2 2027 | Q3 2027 | Q4 2027 |
|---|---|---|---|---|---|---|---|
| F1 | Increase brokerage fee revenue 10 to 20%. Size: 40 to 45 closings; $1.34M to $1.46M fee revenue (2026 estimate: 38 closings, $28M sales, $1.22M fee) · Owner: SVP of Realty; Development, Construction, Purchasing, Design, Marketing, Accounting JLDecision 1 (marketing as a percent of new sales) needs spend per lead and per contract from HubSpot first. Claude can produce that before Q1. |
Closings and sales in Smartsheet; fee income in NetSuite Source: Smartsheet, NetSuite · Cadence: Monthly Early signal: Fewer than 10 to 12 inventory contracts by end of Q1 moves the range down |
Baseline exists | ||||
| F2 | Hold fixed operating expenses within 5% of 2026 actual while increasing volume. Size: Ceiling near $1,023,000 (2026 about $974,000) · Owner: SVP of Realty; Design, Purchasing, Accounting, Client Experience Associate JLNo standalone product exists is an untested claim, and a $15K to $30K discovery is the wrong first step. A working Claude prototype on Purchasing's plan and option catalogue takes two to three weeks and the discovery becomes a reaction to something real. |
Realty opex from the NetSuite department P&L; median days from contract to design selections complete Source: NetSuite, Smartsheet · Cadence: Monthly Early signal: Homes contracted in Q1 not reaching selections complete within 100 days |
Baseline exists | ||||
| F3 | Hold total buyer incentives to no more than 2% of original list price across all product types. Size: At or below 2%; on $30M of sales, 2% vs 4% is about $600K of sale price and $26K of fee · Owner: SVP of Realty; Purchasing, Development, Accounting JLTracking gets built in Q1 per the form. It can exist this month: original list, closed price, every concession by type, reconciled to NetSuite. |
Original list, closed price, every reduction, credit, buydown and free option by product type, reconciled to NetSuite Source: Smartsheet (tracking to be built), NetSuite · Cadence: Quarterly by project entity; monthly on homes approaching a reduction Early signal: No baseline exists; tracking gets built in Q1 |
Baseline due Q1 2027 | ||||
| S1 | Narrow Client Experience Manager scope to selling by moving transaction coordination to the Client Experience Associate. Size: More first appointments; conversion held at or above 40% · Owner: SVP of Realty; Legal, Marketing JLHold them to the early signal: Client Experience Associate as coordinator of record on every new contract by end of Q1 or the handoff is not real. |
First appointments per CEM and appointment-to-contract conversion from the HubSpot Realty Funnel dashboard; share of homes with the CEA as coordinator of record Source: HubSpot · Cadence: Monthly Early signal: CEA not coordinator of record on every new contract by end of Q1 |
Baseline exists | ||||
| S2 | Make it easier for buyers and agents to know who Thrive is, what it sells and what it costs. Size: More agent-originated contracts · Owner: Realty; Marketing, Development, Legal JLPublic plan, option and price page per community once pricing can be published; Realtor Partner Program materials. Both are Claude builds. |
Search volume and direct web traffic; how prospects first heard of Thrive; agent-originated contracts share from HubSpot; lead to first appointment conversion Source: HubSpot, web analytics · Cadence: Monthly on lead to appointment; quarterly on agent-originated Early signal: Agents do not respond to the program |
Partial baseline |
| # | Goal, size and owner | How we would know | Baseline | Q1 2027 | Q2 2027 | Q3 2027 | Q4 2027 |
|---|---|---|---|---|---|---|---|
| F1 | Grow other income per unit. Size: $600 to $700 per unit today to $900 to $1,200 (industry benchmark $1,220 to $1,600) · Owner: Community Management; site teams, Directors, Asset Management, Accounting JLThe one real, quantified gap: $600 to $700 per unit against a $1,220 to $1,600 benchmark. Push the conversation here. Claude: other income per unit by asset and by line from Entrata, monthly, with lease-expiration pacing. |
Year over year at end of 2027; monthly Entrata financials for pacing Source: Entrata · Cadence: Monthly financial review Early signal: Team adoption of change |
Baseline exists | ||||
| F2 | Manage turnover expense to within 5% of the 2027 budget. Size: Currently 32% over budget; 27% to 37% improvement · Owner: Community Management; site and maintenance teams, Asset Management, Accounting JL32% over budget today; the fix offered is PO routing plus a $10K consultant by February. Claude: make-ready board adherence check from Entrata now, without waiting on the consultant. |
PO approval and routing; make-ready board adherence in Entrata; monthly financial reviews Source: Entrata, NetSuite · Cadence: Weekly make-ready board; PO approvals three times a week; monthly financials Early signal: POs submitted before any expense is scheduled |
Baseline exists | ||||
| F3 | Improve NOI margin. Size: 63% average across the portfolio (62% as of August) · Owner: Community Management; all departments touching the property P&L JL62% to 63% portfolio average is a one-point move framed as a goal. Which assets are below and by how much? |
Monthly property financials Source: Entrata, NetSuite · Cadence: Quarterly decisions, monthly review Early signal: Vendor management, preventative maintenance, utility management; waitlist adoption and new lease rollout |
Baseline exists | ||||
| S1 | Streamline the onboarding process. Size: Not sized · Owner: Community Management; HR, IT JLNot sized. Depends on an agreed definition of good between HR, IT and CM that does not exist yet. |
90-day reviews and an onboarding survey; feedback shared with hiring manager, HR and department lead Source: Survey · Cadence: Per cohort Early signal: Agreed definition of good between HR, IT and CM |
No baseline | ||||
| S2 | Improve all site reputation metrics to market average. Size: Not sized; about 25% adoption of 2026 reputation goals · Owner: Community Management; Marketing owns the system JLHaving a system in place will do the heavy lifting here is buying software as a strategy; adoption of the 2026 goals was about 25% by their own estimate. A weekly review pull per site (Google, ILS), scored and trended, does most of what reputation software does without a per-site bill. |
Reputation management system scores by site Source: Reputation software (being sourced) · Cadence: Set by the system and implementation Early signal: Implementation and SOPs |
No baseline |
| # | Goal, size and owner | How we would know | Baseline | Q1 2027 | Q2 2027 | Q3 2027 | Q4 2027 |
|---|---|---|---|---|---|---|---|
| F1 | Grow F&B same-location revenue 3 to 5% year over year, anchored by a $1.1M events revenue goal across all locations. Size: $1.1M events; about $248K already booked or likely for 2027 · Owner: F&B leadership; Engagement, Finance and Accounting, Marketing, Director of Events JLAsks Ownership to re-approve the aggressive $1.1M events goal that caused the 2026 reforecast miss. $248K is booked, which is 23%. Ask for the bridge from $248K to $1.1M. |
Weekly and monthly revenue; ticket averages and counts; event sales and close rates Source: Toast, NetSuite · Cadence: Monthly against budget and reforecast; weekly analysis Early signal: Bada-QT ramp, $248K converting, events pipeline keeping 2026 buyout pace |
Baseline exists | ||||
| F2 | Bring Bada Italian Village and Bada Quarry Trails back to on-target cost performance; hold Collective GVX cost growth to revenue growth; build 1 to 2 points of cushion at Little Grand. Size: Down 3 to 5 points of cost to revenue at Bada-IV and QT; LG down 1 to 2 points · Owner: F&B leadership; Finance and Accounting; site managers JLClaude: weekly cost-to-revenue by location from NetSuite COGS and Toast, which removes the tedious week-to-week analysis from the Director's plate. |
NetSuite COGS by location vs revenue, monthly; weekly sheets Source: NetSuite, Toast · Cadence: Monthly in the Operations review; quarterly with Finance Early signal: Input-cost inflation; manager turnover |
Baseline exists | ||||
| F3 | Converge actual vs budget and reforecast so 2027 guidance holds all year. Size: Reforecast swings within plus or minus 10% · Owner: F&B leadership and Finance and Accounting jointly JLConflicts with F1 unless the $1.1M is built bottom-up. A stretch events number and a plus-or-minus 10% forecast cannot both be the goal. |
Each reforecast vs the prior one and vs actuals; variance trend in the Operations review Source: NetSuite · Cadence: Quarterly Early signal: Shared reforecast methodology with Ownership |
Baseline exists | ||||
| S1 | Fully stabilize F&B standards with documented training, ownership and playbooks so all locations operate as one unit. Size: Current playbooks at every location; manager turnover down · Owner: F&B leadership; site managers JLHeadcount flag buried in the signal: no Ops Manager backfill and a replacement chef partner at Little Grand. Neither is sized. |
Completion rate of playbooks and onboarding materials; voluntary manager turnover; location performance grids Source: Internal · Cadence: Quarterly Early signal: Leadership turnover; short-staffing |
Partial baseline | ||||
| S2 | Make event-anchored hospitality the default at every location, with welcoming, well-populated bar hours. Size: 70%+ of programming nights with Engagement overlay; higher evening sales · Owner: F&B leadership; Engagement; Bada and Beverage Experience managers JLCannot be measured until Engagement's dashboard and survey exist; that dependency is Engagement F2. |
Engagement post-event survey scores; repeat attendance; locations with a recurring activation; evening daypart sales Source: Engagement dashboard (being built), Toast · Cadence: Quarterly with Engagement; weekly bar checks Early signal: Engagement dashboard and survey infrastructure must exist to measure this |
No baseline |
| # | Goal, size and owner | How we would know | Baseline | Q1 2027 | Q2 2027 | Q3 2027 | Q4 2027 |
|---|---|---|---|---|---|---|---|
| F1 | Grow corporate membership and ancillary revenue by scaling the corporate model beyond Founders and growing personal training. Size: Up $35K to $100K annually; Battelle adds about $42K a year · Owner: Wellness leadership; Legal; Finance and Accounting JLOne corporate deal is the whole upside case. Battelle renews or not at January 31, 2027. Claude: corporate membership prospect list per gym. |
NetSuite P&L by location; corporate membership count and revenue as its own line; personal trainer hiring Source: NetSuite, membership software · Cadence: Monthly; quarterly with Finance Early signal: Battelle renewal decision in Q1 2027 (initial term ends Jan 31, 2027) |
Baseline exists | ||||
| F2 | Bring Quarry Trails and GVX to breakeven and protect margins at Founders and Jeffrey Park. Size: Cost to revenue under 100% at QT and GVX; $43K Arch fee per gym removed in 2027 · Owner: Wellness leadership; Facilities; Finance and Accounting JLBreakeven is mostly the Arch fee going away ($43K per gym, $86K total), not operations. Say so. GVX gap after the fee is about $27K. |
NetSuite location P&L, facility and building cost lines Source: NetSuite · Cadence: Monthly in the Operations review Early signal: Cost to revenue still above 105% at either location at the Q1 close |
Baseline exists | ||||
| F3 | Grow the Member base and improve net retention at every location. Size: Net Member growth 15%; monthly churn from 4.9% to 3%; 3,988 active Members today · Owner: Wellness leadership; Brand and Marketing; Finance and Accounting JLChurn 4.9% to 3.0% monthly is a 39% reduction with no lever sized; the most likely miss in the packet. Claude: churn cohort analysis from the membership export to find the lever before the budget is set. |
Active Members, joins and cancellations by location from membership software; dues revenue by location Source: Membership software, NetSuite · Cadence: Monthly churn and growth by location; quarterly with Finance Early signal: Pricing holds; no new competing gym near QT or GVX |
Baseline exists | ||||
| S1 | Formalize the staffing plan, define roles and document SOPs and policies at every location. Size: 100% of core SOPs documented and staff trained; 90%+ on quarterly operations audits · Owner: Wellness leadership; People Experience JLMostly writing. Claude can draft the SOPs from existing practice. |
Internal audits; member satisfaction surveys Source: Internal · Cadence: Quarterly Early signal: Unplanned departures |
No baseline | ||||
| S2 | Deliver a welcoming, engaging member and resident experience that keeps members longer. Size: Yearly retention toward the 65 to 70% industry average (55% annualized today) · Owner: Wellness leadership; HR on staffing JLIncreased is not a target on the slide; the body says retention toward 65% to 70%. Put the number on the slide. |
Member retention, satisfaction surveys, resident participation Source: Membership software, surveys · Cadence: Quarterly Early signal: Staffing levels; survey response rates |
Baseline exists |
| # | Goal, size and owner | How we would know | Baseline | Q1 2027 | Q2 2027 | Q3 2027 | Q4 2027 |
|---|---|---|---|---|---|---|---|
| F1 | Keep stabilized cost per lease between $500 and $600 and lower paid digital cost per lead by 15%. Size: 2026 YTD all-in cost per lease $570, $43 per lead; paid search CPL about $389, paid social about $396 · Owner: VP of Marketing; Finance and Accounting, Community Management, agency JL2026 cost per lease is $570; the $500 to $600 target is hold, not lower. The 15% has to come from paid digital at $389 to $396 per lead. |
Media plus agency fees divided by Entrata leases; Google Ads and Meta spend divided by Entrata leads from those sources; cost per lease by source Source: Entrata lead source attribution, ad platforms · Cadence: Monthly; quarterly against Q4 2026 baseline Early signal: Agency transition may soften paid performance 60 to 90 days |
Baseline exists | ||||
| F2 | Support lease-up completion by delivering qualified leads every month until stabilization at a cumulative cost per lease at or below $750. Size: 200 to 300 qualified leads per month per lease-up (today: The Michael 120, Rockpointe 70, Moore's Edge 50) · Owner: VP of Marketing; Community Management, Construction, agency JLLeads pacing 50 to 120 per month against a 200 to 300 target; the $750 cumulative cost per lease needs delivery schedules from Construction, the same timeline problem as Development S1 and S2. |
Leads per month by community; tour and lease rate by source; cumulative cost per lease since launch Source: Entrata · Cadence: Monthly Early signal: Delivery schedules hold; leasing teams have capacity |
Baseline exists | ||||
| F3 | Increase the share of resident households visiting Bada and The Little Grand every 30 days, and grow private event inquiries. Size: Bada 30-day resident visit rate 23.6% to 27% at Quarry Trails; Little Grand baseline to set; inquiry source captured on 100% by Q1 · Owner: VP of Marketing and F&B Marketing Manager; Experience owns the revenue JLAlready a Claude build in progress: Toast guest book matched to the Entrata roster. Finish and host it; it is the resident visit rate for F&B too. |
Toast guest book matched to the Entrata roster by phone number (script); bar sales from Toast; inquiries and sources from event forms Source: Toast, Entrata, event forms (MCP connections to Claude being built) · Cadence: Monthly Early signal: Only residents identified in Toast are counted |
Partial baseline | ||||
| S1 | Complete the team restructure without losing delivery speed, with a development path for every Team Member. Size: On-time delivery target to set; 100% with development plans · Owner: VP of Marketing; Human Resources JLTargets are placeholders. On-time delivery and retention percentages should be set from the intake system before Q1. |
On-time delivery from the intake system; development plans in Workleap; retention; quarterly stakeholder pulse Source: Intake system, Workleap · Cadence: Quarterly Early signal: Agency ramped within 60 to 90 days; tech consolidation lands |
Targets still [X] | ||||
| S2 | One consistent brand per umbrella community, clear agency scopes, and a recommendation on Thrive brand integration by end of Q3 2027. Size: Audit score and agency on-time targets to set · Owner: VP of Marketing; Community Management, Experience, Development, agencies JLThrive brand integration recommendation by end of Q3 2027 with rollout costs in 2028 is a real Ownership decision; add it to the list. |
Brand touchpoint audit score; agency on-time rate; revision rounds per project Source: Quarterly brand audit, agency scorecard · Cadence: Quarterly audit; monthly agency scorecard Early signal: Brand guidelines and Playbook finished; community teams adopt |
Targets still [X] |
| # | Goal, size and owner | How we would know | Baseline | Q1 2027 | Q2 2027 | Q3 2027 | Q4 2027 |
|---|---|---|---|---|---|---|---|
| F1 | Establish a tracked, standalone Engagement budget and cost center by mid-2027. Size: Low six figures once salary, program spend and platform costs are consolidated · Owner: Engagement; Finance and Accounting JLLow six figures with no number and no cost center; the same Finance ask as PX F1 and Development F2. |
A standalone Engagement line in NetSuite, reviewed monthly Source: NetSuite · Cadence: Monthly once established; quarterly with Finance Early signal: Another year of informal, hard-to-evaluate spend |
No baseline | ||||
| F2 | Prove Engagement's revenue and retention impact by building the Engagement Dashboard and reporting it every quarter. Size: At least one hard number reported per quarter · Owner: Engagement; F&B, Realty, Wellness, Community Management; Finance and Accounting JLThe form names Claude for this. The Engagement Dashboard (attendance, F&B lift on event nights, Realty leads, renewals, club membership) is a direct build. |
Quarterly Impact Report with real attendance, spend, lead and renewal figures Source: Engagement dashboard (Claude build), Toast, Entrata, HubSpot · Cadence: Per event; monthly vs renewal goals; quarterly Early signal: Departments feed data consistently; Morgan has dashboard access |
No baseline | ||||
| F3 | Launch and operate 10 to 15 clubs across Thrive brands that drive retention, ticket sales, Athletic membership and F&B revenue. Size: 10 to 15 clubs in 2027, on top of 5 to 10 in 2026 · Owner: Engagement; Marketing, Community Management, Athletic, F&B JLNo baseline on the 5 to 10 clubs for 2026 either; count the existing clubs before setting 10 to 15. |
Club meetups at Bada and Little Grand and their revenue; repeat attendance; club list per property on the web Source: Engagement dashboard, Toast · Cadence: Per event; quarterly recap Early signal: Access to engaged residents through site staff |
Partial baseline | ||||
| S1 | Build a team of Thrive ambassadors across departments to drive culture and act as engagement checks. Size: Quarterly meetings; culture work put into practice · Owner: Engagement; all department heads JLDepends entirely on department heads nominating people. No check an outsider could run. |
Engagement Council cadence and attendance; cross-department coverage hours trending down Source: Internal · Cadence: Quarterly Early signal: Buy-in from department heads |
No baseline | ||||
| S2 | Relaunch the Thrive Card with intention and strengthen community partnerships. Size: Offerings up 40%, focus on Franklinton, New Albany, Hilliard · Owner: Engagement; Community Management, Brand JLBandwango cannot measure usage; Toast can. The renewal pending evaluation means the evaluation is the deliverable. |
Offerings count; team awareness; usage tracked through Toast; annual resident survey Source: Bandwango, Toast, resident survey · Cadence: Quarterly; annual survey as anchor Early signal: Bandwango cannot measure usage |
Partial baseline |
| # | Goal, size and owner | How we would know | Baseline | Q1 2027 | Q2 2027 | Q3 2027 | Q4 2027 |
|---|---|---|---|---|---|---|---|
| F1 | Establish Thrive's first dedicated People Experience budget, track costs, and find savings. Size: Budget and baselines (HR cost per team member, cost per hire) set early 2027; headcount 176 to a projected 240 to 250 in 2026 · Owner: VP of People Experience; Finance and Accounting, HRIS vendors JLClaude: HR technology spend inventory and cost per team member from NetSuite and vendor invoices as the baseline for the new cost center. |
PX cost center in NetSuite with budget vs actual; HR technology spend per team member Source: NetSuite · Cadence: Monthly budget vs actual; quarterly per-team-member and per-hire cost Early signal: Budget must exist early in 2027 |
Baseline due Q1 2027 | ||||
| F2 | Reduce the cost of avoidable turnover by measuring what it costs and minimizing early-tenure and regrettable departures. Size: Cost model in H1; lower full-time voluntary and first-90-day turnover vs 2026 (about 30% through Q3, roughly 60 separations) · Owner: VP of People Experience; department heads, Finance and Accounting JLSlated for H1 2027. Separations by team, location, tenure band, 90-day and regrettable flags can be built from Paycom and Toast exports in Q4 2026. |
Quarterly turnover by segment and department; 90-day and first-year departures; regrettable flag; turnover cost model Source: Paycom, Toast, exit interviews · Cadence: Quarterly dashboard and cost read-out Early signal: Termination data cleaned and coded consistently by Q2 |
Baseline due Q1 2027 | ||||
| F3 | Redesign benefit plans to support growth, recruiting and retention while lowering benefits cost per team member where appropriate. Size: PPO added, HRA and non-qualified HDHP removed; HSA contributions reset; monthly invoice reconciliation; wellness participation up · Owner: VP of People Experience; Finance and Accounting, broker and carriers JLBenefit plan decisions needed by mid-October; that is next week. |
Employer benefit cost per team member from carrier invoices and NetSuite; reconciliation process in place; wellness participation Source: Carrier invoices, NetSuite, Employee Navigator · Cadence: Monthly reconciliation; quarterly cost review; annual renewal strategy Early signal: Enrollment shifts with the new plan are unpredictable until open enrollment closes |
Baseline exists | ||||
| S1 | Build a People Experience team with the capacity, clear ownership and reliable data to keep pace with growth. Size: +1 FTE by end of Q2 ($50K to $70K); summer intern ($8K to $10K); approval workflows by Q3 · Owner: VP of People Experience; Finance and Accounting, IT, Legal, department heads, COO JLPart of the +1 FTE justification is manual provisioning and file cleanup. Claude: new-hire provisioning through Microsoft Graph (account, groups, licenses, Teams) from one intake form, with requisition and offer approvals in the same intake. Decide the FTE after that, not before. |
FTE hired by end of Q2; data accuracy across Paycom, Toast, Workleap; personnel files standardized by Q3; access review done; SOPs for top processes by year end Source: Paycom, Toast, Workleap · Cadence: Quarterly Early signal: Hiring past Q2 delays everything else |
No baseline | ||||
| S2 | Make hiring, onboarding and managing faster and easier for leaders. Size: Time-to-fill baseline and reduction; manager trainings attended by 80%+ of managers; onboarding built for at least two departments · Owner: VP of People Experience; department heads, IT, Legal, Finance, Brand and Marketing, Engagement JLTime-to-fill has no baseline; it can be computed from the ATS and Paycom history now rather than established early in the year. |
Time to fill; hiring manager satisfaction survey; new-hire 90-day engagement; training attendance Source: ATS (replacement planned), surveys · Cadence: Monthly recruiting metrics; ongoing surveys Early signal: LMS decision in time for the March 2027 sunset |
Baseline due Q1 2027 |