Bozzuto’s continued growth in 2024 was driven not by a pursuit of scale, but by a commitment to quality, trust, and operational excellence, according to Stephanie L. Williams, president of Bozzuto Management Co. Ranked No. 9 on the National Multifamily Housing Council’s top apartment managers, the Maryland-based company added over 27,000 units to its management portfolio last year.
As the firm looks to 2025 and beyond, Williams shares how the company is balancing growth with its high standards of resident satisfaction, leadership strategies, and what multifamily owners want from third-party managers today.
What were the key drivers behind last year’s growth?
Our growth is rooted in our unwavering commitment to being not the biggest, but the best. It’s about values, not volume. Last year, we added 27,000 apartment homes to our management portfolio by staying true to what we do best: earning trust through consistency, investing in our people, maintaining a reputation for excellence, and delivering economic value to our clients and partners.
Two-thirds of our growth came from existing clients who trust the way we work, choosing to expand with us as they enter new markets. We are strategic, focusing on entering markets with intention, deepening relationships, and delivering operational excellence.
Our people are at the heart of it all. The site teams, property managers, and leadership bring deep experience and stability to every community we manage, which continues to set us apart and drive our intentional evolution.
This commitment to maintaining our high standards allows us to scale while ensuring sustained performance and the quality of service our residents expect.
What are Bozzuto’s goals for 2025?
As we continue to grow our national presence, we focus on four core priorities: retain and empower top talent, deliver operational excellence, maintain a top reputation nationally by earning customer loyalty, and optimize the use of artificial intelligence (AI) and data insights to drive innovation and supercharge operations. With a focus on our people, mission, and promise to provide increased value, we will continue to grow strategically and purposefully.
With over 4,000 associates and growing, we know our people are our greatest asset. In 2025, we are deepening our investment in our teams through structured career pathways, enhanced development programs, and a culture that champions recognition, belonging, and empowerment. Our goal is to create an environment where the best in the industry not only want to join us—but choose to stay and grow with us.
We are committed to delivering a best-in-class experience at every level—from the communities we manage to the services we provide our residents and clients. In 2025, we will sharpen our focus on performance metrics, quality assurance, and consistent brand execution. Operational excellence is not a static goal—it’s a moving target that requires agility, accountability, and an unwavering pursuit of the highest standards.
We are continuously evolving to meet the needs of tomorrow’s residents, clients, and associates. That means leveraging emerging technologies, piloting new systems, and refining our playbook to ensure we remain ahead. In 2025, we’ll continue to implement innovative, scalable solutions that enhance the customer journey, drive efficiency, and empower our teams to do their best work.
At the same time, we focus on making a lasting difference in the areas we serve through our social impact program, RISE by Bozzuto. Our goal is to enhance the quality of life for people in and around our communities, ensuring that our growth and success align with their well-being. We believe that fostering a sense of community is about building spaces for people to live and creating environments where residents feel supported and connected. This holistic approach to property management and social responsibility ensures that our impact is both meaningful and enduring.
How are you balancing growth with maintaining Bozzuto’s high standards for resident experience and property management?
As our national footprint expands, we remain focused on cultivating partnerships, pursuing growth with intention, and ensuring every new community reflects our commitment to service, sustainability, and quality. Our goal is to scale responsibly while maintaining the culture, care, and integrity that have contributed to our reputation for excellence.
We are intentional about balancing growth with the high standards that define our resident experience and property management. We maintain consistency through inspections; regular resident, client, and employee surveys; and, most important, taking thoughtful action on the feedback we receive. In addition, we are leveraging AI and other emerging technologies to help manage various aspects of our site teams’ daily responsibilities. By automating routine tasks and streamlining operations, we free up valuable time for our teams to focus on what truly matters: bringing exceptional service and meaningful experiences to our residents.
What trends are you seeing from multifamily owners in terms of what they want from a third-party manager today?
Multifamily owners today are seeking third-party managers who act as true strategic partners and adopt an investment mindset. They seek firms that go beyond day-to-day operations and deliver long term. Owners want managers who embrace data-driven decision-making, prioritize transparency, optimize revenue, and adopt technology that drives efficiency and enhances performance. Cost control remains a priority, but not at the expense of quality.
Just as important is a strong focus on talent. Retaining high-performing teams allows for a consistent, elevated resident experience that supports retention and net operating income. Owners also expect managers to understand each asset’s unique strategy and align operations with its long-term vision and market positioning.
At Bozzuto, we are often recognized for our urban portfolio, yet nearly one-third of the properties we manage are in suburban markets. This breadth of expertise demonstrates our ability to pivot our operational playbook to meet the distinct challenges of both dense, amenity-driven environments and growing suburban communities, giving owners confidence that their investment will be maximized regardless of location.
What leadership strategies have helped Bozzuto stay competitive as a property manager?
Bozzuto’s ability to remain competitive in a dynamic and evolving industry is driven by a leadership strategy grounded in connection, adaptability, and intentional investment in people. We believe that our performance begins with our leadership’s strength at every level of the organization.
Connection is at the core of our leadership philosophy. Through annual touchpoints such as our Property Manager and Service Manager Conferences, the RISE Leadership Conference, and our Bozzuto Budget Bootcamp, we create opportunities for leaders to align on goals, share insights, and build culture across markets. These events are more than meetings. They are essential forums for fostering cohesion, sharpening strategic focus, and preparing our teams to lead with clarity.
Our commitment to strategic investment in talent is especially evident in our regional leadership structure. In high-growth markets nationwide, we’ve established strong, empowered leadership teams that bring deep market knowledge, hands-on support, and a performance-driven mindset to every community. This structure allows us to scale while maintaining consistency, agility, and responsiveness at the local level.
Bozzuto also remains highly adaptable to changing environments, whether responding to market shifts, economic pressures, or evolving resident expectations. Our leadership teams are empowered to make timely, informed decisions supported by a centralized infrastructure that enables swift execution without sacrificing quality or culture.
Finally, we pursue strategic growth with purpose. Rather than grow for growth’s sake, our leadership focuses on building long-term partnerships, approaching expansion thoughtfully, and delivering exceptional outcomes for our clients and residents. This intentionality, coupled with a deep-rooted commitment to excellence, ensures we continue to lead within the property management industry, not just manage.
What trends in property management are you paying closest attention to right now?
We’re embracing several transformative trends in property management that allow us to innovate and stay closely connected to what residents truly need.
AI integration is at the forefront of our efforts, and we’ve enhanced the resident experience with myBozzuto, an AI-powered app that centralizes tasks like rent payments, maintenance requests, and allows for community connections. As it learns from the interface, the app becomes smarter over time, streamlining operations for property teams and improving overall efficiency.
We are also exploring the build-to-rent model, offering single-family living with the convenience of rental living. Our communities are designed to meet the growing demand for flexible, high-quality rental options that cater to diverse lifestyles. Our work at several in Florida exemplifies this model. Designed with a neighborhood feel, thoughtful amenities, and maintenance-free living, these communities reflect growing renter demand for the comfort of a home with the service and connection of a professionally managed community.
Adaptive-reuse communities are another area of focus, where we creatively repurpose existing buildings to meet housing demand while maintaining the unique character of each neighborhood. For The Wray in Washington, D.C., we preserved the historic façade and lobby of a World War II State Department building while adding modern amenities, creating a unique blend of heritage and contemporary living.
Additionally, we see significant growth in suburban luxury living as residents increasingly seek high-end communities outside traditional urban centers.
What’s your vision for Bozzuto Management over the next five years?
Our vision for Bozzuto Management over the next five years is to solidify our position as a “love brand”—a brand so trusted, respected, and emotionally resonant that our residents, associates, clients, and partners accept no substitute. In an industry often defined by transactional experiences, we aim to rise above commoditization by delivering deeply human, highly differentiated interactions that foster loyalty, advocacy, and long-term value.
To achieve this, we will continue to lead with purpose and precision, consistently delivering on our promises with excellence. We will refine every touchpoint, from the leasing journey to daily resident experiences, to ensure they are thoughtful, seamless, and infused with care. We will relentlessly pursue performance and partnership for our clients, creating a management model rooted in trust, transparency, and results.
Internally, we’ll continue cultivating an organizational ethos where people feel seen, supported, and inspired to do their best work. Our employees are the heartbeat of Bozzuto, and by investing in their development, well-being, and upward mobility, we ensure the experience they provide reflects the pride they feel in who they represent.
Over the next five years, Bozzuto will continue to innovate, leveraging technology, data, and forward-thinking strategies to stay ahead of resident expectations and operational demands. But while tools and trends may evolve, our core mission will remain constant: to create sanctuary, elevate the every day, and be a brand that people don’t just choose, but love.
This is not simply about market share but mind share, heart share, and legacy. Bozzuto won’t just be known for managing communities. We will be known for shaping experiences, building trust, and setting the gold standard for what a property management company can and should be.
