The Role
Keep reading if you’re the kind of person who looks at a rundown community and immediately starts calculating what it would take to fix it — and then goes and does it. This is a portfolio-level capital and asset improvement role, and it’s yours to own across every community we run.
You will be the person who decides what gets fixed first, builds the case for the investment, manages the contractors who execute it, and holds them accountable when they miss. Nobody will hand you a project list every Monday. You’ll be the one building it — from site walks, from conversations with community managers, from the data. Then you’ll own the execution until the project closes and the results are measurable.
This is not a maintenance role. It is not a property management role. It is a value creation role, and the person who fills it will directly shape what our communities look like three years from now.
Who We Are & Where We’re Headed
Hometown Communities buys manufactured-housing communities that need work and brings them back to life. We take older, rundown parks, fix the infrastructure, fill the empty lots with quality homes and quality residents, and turn them into places people are proud to call home. We’re scaling across the U.S., run by a small team of direct, honest people who look out for each other and for the people who live in our parks.
We are in an active growth phase — expanding our portfolio, increasing occupancy, improving infrastructure, and investing heavily in the long-term performance of our communities. This is a startup in the truest operational sense: direction moves, systems are being built, and the people who thrive here make sound calls with incomplete information and keep moving when priorities shift. If that sounds like the environment where you do your best work, we want to talk.
What You’ll Actually OwnCapital Improvement & Infrastructure
- Plan, prioritize, and oversee capital improvement projects across the portfolio.
- Develop scopes of work, budgets, timelines, and project milestones — then hold them.
- Manage infrastructure projects: roads, utilities, water and sewer systems, drainage, electrical, and community enhancements.
- Coordinate third-party engineers, consultants, contractors, and vendors.
- Monitor project progress and resolve delays and cost overruns before they compound.
- Provide regular status updates to ownership and keep leadership’s picture current, not sanitized.
Rehabilitation & Home Turn Management
- Oversee rehab home programs from scope through final inspection.
- Develop standardized scopes and hold contractors to quality expectations.
- Manage project schedules and budget adherence across multiple active turns.
- Identify and remove friction that extends vacancy periods.
- Track costs and measure ROI on improvement programs — know your numbers cold.
- Build systems that make the next turn faster than the last one.
Vendor & Contractor Management
- Source, negotiate, and manage contractors, vendors, and service providers across the portfolio.
- Set performance expectations up front and enforce them consistently.
- Review bids, contracts, and proposals. Know when a number is wrong before you sign it.
- Conduct regular performance reviews. Cut loose contractors who don’t perform.
- Build a reliable vendor network that scales with the portfolio.
Asset Performance & Portfolio Improvement
- Identify opportunities to increase asset value through operational and physical improvements.
- Evaluate capital allocation and prioritize projects by return on investment.
- Partner with community managers to surface problems before they become expensive.
- Support acquisition due diligence by assessing physical conditions and forecasting future capital needs.
- Develop long-term capital improvement plans with ownership.
- Provide recommendations that move occupancy, curb appeal, retention, and overall asset performance.
Financial Oversight & Budget Management
- Build project budgets and capital expenditure forecasts.
- Track project spending against approved budgets and flag variances early.
- Review contractor invoices and approve payment recommendations.
- Find cost savings without sacrificing quality.
- Maintain accurate documentation and reporting that gives leadership real visibility.
- Lead annual capital planning and forecasting.
Site Inspections & Quality Control
- Conduct regular property visits and document what you find — photos, reports, punch lists.
- Identify deferred maintenance, infrastructure risks, and improvement opportunities before they escalate.
- Ensure project work meets company standards before you accept it.
- Coordinate punch-list completion and project closeout.
- Hold standards consistently across every community in the portfolio.
What Success Looks LikeIn Your First 30 Days
You’ve visited the portfolio, reviewed active projects, assessed current capital priorities, and built a clear picture of community needs and project pipelines. Leadership has confidence that project oversight is organized, priorities are identified, and accountability is in place.
By 60 Days
Active projects are running under structured timelines and budget controls. Contractor performance expectations are clearly communicated and measurable. Project reporting and tracking systems are fully implemented.
By 90 Days
Capital projects are progressing efficiently, costs are closely monitored, and improvement initiatives are producing visible results. Leadership has reliable visibility into project status, budget performance, and future capital requirements. The portfolio is positioned for stronger operational performance and increased asset value.
Why This Role Matters (For You)
Most companies at our stage would duct-tape this role together with a part-time contractor and a shared spreadsheet. We’re not doing that, because we’ve seen what happens when capital decisions get made without someone who owns them. We want one person with full authority over how capital gets deployed and how projects get executed, and we want that person to build the infrastructure that makes the next acquisition easier than the last one.
The harder you perform — the better your numbers, the tighter your projects, the stronger your vendor relationships — the more this role grows with the portfolio. As we scale, we’ll need someone who can step into a VP-level capital and asset function. The person who fills this role well is first in line for that seat.
Who This Role Is Not For
- People who need a defined process and a manager to check their work before they act. We’ll give you full support, but we expect you to be capable of making a reasonable call with incomplete information.
- Project managers who track status and send updates but don’t push on the people causing delays. If contractors sense that you’ll absorb their misses, they will miss.
- People who avoid delivering bad news. If a project is over budget or behind schedule, leadership needs to know early, not at closeout. Burying problems here ends careers.
- People who need stability and consistency to function. This is an early-stage company. Direction shifts. Systems are being built. If ambiguity drains your energy, this environment will wear you out quickly.
- People who care more about the title than the outcome. This role is defined by what you build and what you improve, not by what it says on your business card.
The Honest Reality
Some days this role will feel like juggling too many projects across too many sites with not enough information. That’s real. Leadership will back you when you make a sound call that doesn’t go perfectly, as long as you documented your reasoning, communicated early, and didn’t hide anything. What we won’t back is silence, wishful thinking, or a contractor who hasn’t been held accountable in three months.
We’re upfront about all of this because the people who want this kind of environment do their best work here. The ones who don’t usually figure it out fast.
What You BringRequired
- Real asset management, construction management, or capital projects experience. You’ve run multi-project portfolios with budget accountability and can describe specific situations, not just titles.
- 2+ years of experience in a directly relevant field.
- Demonstrated ability to manage contractors and vendors: negotiate, set expectations, and cut ties when performance doesn’t meet standard.
- Strong financial discipline. You build budgets, track them, and know when the number is wrong.
- Excellent organizational skills and follow-through. Problems you log get resolved, not left open.
- Ability to travel regularly between communities and project sites.
- Valid driver’s license and reliable transportation.
- Proficiency with Google Workspace, Microsoft Office, and project management software.
- Communication you’d put your name on — clear, direct, and documented.
Strong Advantage
- Experience in manufactured housing, mobile home communities, multifamily, or real estate asset management.
- Background in construction management, engineering, development, or facilities management.
- Experience overseeing utility infrastructure projects.
- Experience supporting acquisition due diligence and capital planning.
- Project Management certification or related professional credentials.
- Bilingual English and Spanish.
- Experience scaling processes within a growing organization.
Culture & Character
We hire for character as seriously as we hire for capability. The traits below describe how people succeed here. If these read like the way you already operate, keep reading. If several of them feel like things you’d have to perform, this probably isn’t the right fit.
- You tell the truth when it’s inconvenient. Problems get surfaced early, not managed until they’re impossible to hide.
- You carry your own momentum. You don’t wait to be chased for updates or reminded that something is due.
- You show up consistently. You’re straight about where your work stands, and leadership doesn’t have to check the basics.
- You hold the line. When a contractor misses or a vendor doesn’t perform, you enforce the consequence — the same way, every time.
- You say the hard thing to the person who needs to hear it, including upward. You can be direct without being disrespectful.
- You stay steady when the pressure climbs. Blunt feedback and shifting deadlines don’t rattle your judgment.
Compensation & Benefits
Base Compensation: Base Salary plus performance based bonuses, portfolio improvement incentives and long-term incentive opportunities
Performance Incentives: [Description of project performance bonuses, portfolio improvement incentives, or long-term incentive opportunities]
Paid Time Off: 2 Weeks PTO
Travel Reimbursement: Mileage, lodging, and approved travel expenses
How to Apply
Send the following to [email protected]. We move quickly with qualified candidates.
- Resume or CV — highlight experience managing capital projects, construction, asset management, rehabilitation programs, or property improvement initiatives.
- Project Portfolio — provide examples of projects you have managed, including scope, budget, timeline, and results achieved.
- Cover Letter — tell us why this role and why Hometown Communities. Be specific about how your experience maps to capital projects, infrastructure improvements, and asset performance.
- Professional References — people who can speak to your project management, contractor management, financial discipline, and follow-through.
Incomplete applications may not be reviewed.
Pay: From $35,000.00 per year
Work Location: In person
