Performance, not positioning.
Selected outcomes from active NYC Leasing assignments across NYC and greater Metro area.
15+
Years of NYC leasing experience
63
Buildings under leasing engagement
4 Markets
NYC, White Plains, Savannah GA, Palm Beach FL
2900+
Units across the portfolio
Case Study · 001 · NYC Leasing
Took over a 77-unit West Village building in Spring 2026. Re-rents went out 31% over prior rents.
77
Units under leasing
+31%
Rent growth on re-rents
Start Date
May 2026
This building did not need fixing. Clean, well-run, with apartments that showed beautifully. The rents just did not reflect the quality. We rebuilt the marketing, sharpened the presentation, and built a deeper prospect pipeline so every unit had real competition. Re-rents signed 31% above prior. The building did not change. The leasing did.
Case Study · 002 · NYC Leasing
Took over an East Village doorman building in Spring 2026 and raised rents 19% on average.
61
Units under leasing
+19%
Average rent increase
Start Date
May 2026
A doorman building in a strong East Village pocket, priced under what the address could carry. We tightened the marketing and presentation and kept a steady flow of qualified prospects moving through. Asking rents held and signed 19% above prior.
Case Study · 003 · NYC Leasing
Took over a 180-unit Upper West Side doorman building in Spring 2026 and raised rents +11% on average.
180
Units under leasing
+11%
Average rent increase
Start Date
May 2026
The units ran smaller than the competition, which usually caps what an owner can ask. We solved it on the demand side. A deeper, better-qualified pipeline put more renters in front of every unit and let demand set the price instead of square footage. Rents moved 11.9% on average.
Case Study · 004 · NYC Leasing
Took over a 76-unit White Plains amenity building in Spring 2026 and raised rents +10% on average.
76
Units under leasing
+10%
Average rent increase
Start Date
May 2026
White Plains is one of the most competitive rental markets in the region. We audited the marketing, cut the spend that was not producing, and redirected it toward exposure that was. Then we defined the building's real value proposition and put a leasing lead on site who could articulate it. Most buildings there show five or six days a week and close by 5pm. We showed seven days a week, on the renter's schedule. The coverage and the sharper pitch turned a crowded market into an edge.
