Misty Juan

I invest in people — full stop. That's the foundation everything else is built on. When the people around you feel supported, challenged, and genuinely valued, they perform at a level that no strategy document can manufacture. Beyond that, I've stayed hungry. I don't believe in mastering something and moving on; I believe in mastering something and then asking what's next. That mindset, paired with a refusal to let setbacks have the final word, is what has driven my growth.

Be the kind of leader you needed when you were starting out." That stuck with me. It reframed every management decision I've made since. How I give feedback, how I invest in my team, how I show up on the hard days. It's easy to lead well when everything is going smoothly. The real test is whether the people around you feel supported when it isn't.

The advice I give to young women starting out in this industry is the same advice I give to my own daughter, who just stepped into property management at 19: don't get discouraged, and don't you dare believe there's a ceiling above you.

This industry can feel overwhelming at the start. The systems are new, the terminology is new, the pace is new, and that's okay. You're not supposed to know everything on day one. What matters is that you commit to learning, and that you keep committing to it long after the newness wears off. Dedicate yourself to growth not just in the beginning, but throughout your entire career.

One of the most important habits I've built and that I encourage in every single person on my team is reading. Books, audiobooks, whatever format works for you, just keep feeding your mind. My colleague Zack and I make it a point to read together and meet every Tuesday to discuss the chapters we've covered. It sounds simple, but that kind of intentional, consistent learning compounds over time in ways you can't fully appreciate until you look back. I regularly recommend books to my team, and I don't just hand out suggestions I do the work alongside them. Learning shouldn't stop when you get a promotion. It should accelerate.

Beyond the personal growth piece, I want young women to understand this: property management is a team sport. No one succeeds alone, and no one should want to. The goal isn't to outshine the people around you it's to align with them. When you walk into a community, you're part of something bigger than your own ambitions. Understand the mission, understand the asset, understand what the team is driving toward, and then throw yourself into that shared goal with everything you have. The people who rise in this industry aren't always the loudest or the most polished they're the ones who are reliable, coachable, and genuinely invested in the people beside them.

So stay dedicated. Stay curious. Be a team player. And never let anyone or any circumstance convince you that where you are right now is as far as you can go.

The multifamily industry is at a genuinely interesting inflection point right now, and I think the leaders who thrive in the next decade will be the ones who can hold two things at once: the pressure of real challenges and the clarity to see the opportunities inside them.

On the challenge side, workforce development is at the top of my list. Attracting and retaining talented people in property management has never been harder. The expectations of today's workforce have shifted people want purpose, flexibility, mentorship, and a clear path forward. If you're not building a culture that delivers on those things, you're going to lose good people to someone who is. That's a constant focus for me.

Technology is another double-edged sword. The tools available to operators today are genuinely remarkable AI-driven leasing platforms, predictive maintenance systems, resident experience apps and they can create real efficiencies when implemented thoughtfully. But technology without the human element behind it can actually erode the resident relationship rather than strengthen it. The opportunity is in finding that balance: using innovation to free up your team to do the high-value, human work that no software can replicate.

Affordability is a challenge that touches everything we do. Residents are feeling the pressure of rising costs, and operators are navigating that alongside their own increasing expenses. It requires creativity, empathy, and a genuine commitment to understanding what your residents need — not just what your pro forma requires.

But here's what I keep coming back to: the opportunity in all of this is leadership. This industry needs more strong, values-driven leaders who are willing to invest in their teams, advocate for their residents, and push the profession forward. That's the work I care most about, and I think it's where the greatest impact lives right now.

The values most important to me in both my work and personal life are dedication to people and family, teamwork, leading with integrity by working alongside others, and maintaining a mindset of continuous learning and growth.