While insurance risks and volatile capital markets are placing pauses on some firms’ development, JPI is steering ahead toward further growth with 41 active projects totaling 13,956 units and $4.1 billion in production. Twenty-nine of the 41 are under construction with 10,172 units and a production volume of $3.2 billion.

“We believe the projected slowdown in supply presents opportunities for strong developers and builders—ourselves included—to gain market share,” says JPI CEO Payton Mayes. “We are evaluating opportunities in markets across the board and use a data-driven process as we determine which markets are our priorities.”

Using GIS mapping, third-party data, and its own internal data, JPI is able to more precisely target development opportunities. Mayes says the company made an effort to move away from the spreadsheet-heavy approach of the past to a more systems-driven process. “We believe scale will be a key differentiator, and with current market dislocations, now is the right time to invest in it. We’re actively looking for people who share that vision,” adds Mayes when considering what’s next for the company.

Technology flows into every department at JPI, including resident-facing processes like simplifying daily living. Although Mayes points out that customer service is still key.

“We’re seeing a continued shift toward a more hospitality-driven approach in our communities, and it’s paying off—resident retention is up, largely thanks to our team’s strong focus on customer service,” he adds.

JPI’s team has grown greatly over the last few years. The team of 365 people will continue to grow with key hires like chief transformation officer Paal Kibsgaard, who previously led a $100 billion-plus company and is expanding the way JPI is thinking about the business. Another was adding economic adviser Jay Parsons to the team. “He’s widely respected across the industry and chose JPI—a strong vote of confidence in our direction,” Mayes says.

Mayes and Mollie Fadule, JPI chief financial and investment officer, have worked together for nearly two decades starting in New York and have continued to add top-tier talent along the way. This includes HUD Secretary Scott Turner; while no longer with JPI, he believed in what the firm was doing and saw the opportunity to be a part of something different.

“Leaders like Secretary Turner, Paal, and Jay joined JPI because they see real opportunity here. We’ve had a strong track record—but we believe the best is still ahead,” Mayes adds.

In keeping with its mission of building, transforming, and enhancing communities, Mayes hosts a monthly breakfast with new hires as the company continues to hire individuals who are “hungry, humble, and people-smart.” He enjoys hearing why each new hire chose JPI, which often centers around the firm’s exponential growth, but more importantly its people and culture.

And while it’s easy to forget positive company culture in a fast-paced industry, he says, “As we scale, we’re committed to staying true to our values and fostering a workplace that combines the strength of experience with the energy of a startup.”

JPI’s experience is being applied to public-private partnerships, he notes. The company is engaging in partnerships to bring high-quality developments to markets that might otherwise be out of reach, especially for essential workforce residents.

And because multifamily remains a highly fragmented industry, Mayes says change is coming for the company in the near future. “The top 10 [multifamily] builders control just 12% of the market, compared to 60% in single-family, and most major players also aren’t fully integrated. JPI has long operated as both developer and general contractor, but we’re taking that further,” he shares.

Moving forward, Mayes points out that JPI is seeing more projects without structured parking, which is driven by economic realities. “While subtle, this shift reflects the strategic choices we’re making to ensure long-term feasibility.”

At JPI communities, amenities continue to evolve. They’re noticing a renewed focus on communal, multifunctional spaces like gaming areas, clubhouses, and executive-style workspaces. These changes have reshaped how the company is planning communities, but, at the same time, Mayes says some amenities remain consistent: pools, dog parks, quiet social areas, and large gathering spaces.

Ready for what’s next, Mayes says, “While we have 35 years of history, we’re energized by what’s ahead and remain open to evolving. We look very different today than we did just a few years ago, and we’re embracing that growth with purpose and momentum.”