In a move spurred by growth and a forward-looking vision, ZRS Management has named Jackie Impellitier as its first chief operating officer (COO), a new role for the organization.
Formed in 1991, the third-party manager ranks No. 19 on the National Multifamily Housing Council’s 2024 Top Apartment Managers list, managing nearly 80,000 units.
Impellitier joined the company in 1999 as an on-site team member at a multifamily community in Florida that it still manages. Over the past 25 years, she has advanced through the ranks and has served as vice president of operations for the past five years. In this role, she was instrumental in developing asset optimization, overseeing information systems, managing transitions, and supporting technology and training initiatives. One of her primary accomplishments was the creation of ZRS’ Centralized Services Department, which has enhanced operational efficiency.
“This has been part of our overall organizational plan to ensure we can scale with our clients and provide support for our team members. As we’ve grown as an organization, Jackie’s role expanded greatly, and we have proactively grown a larger team of leaders around her who focus on their specific departments,” says ZRS president Darren Pierce. “We have always prioritized making our leadership team accessible to both our team members and clients, so it was time to elevate Jackie’s role into a more strategic position that will also continue to interface directly with our clients as well as our broader leadership team. This new position will allow Jackie to continue overseeing the deployment of best-in-class operating, IT, centralization, and other initiatives.”
MFE caught up with Impellitier to hear more about her newly created role and how her career has prepared her for it.
You joined ZRS in 1999. How has the company helped you grow over the past 25 years to get to this brand-new position?
ZRS has been instrumental in my growth, both professionally and personally. From the moment I joined in 1999, it was clear that this place was special—not just because of the work we do, but because of the people and how you felt working here. Back then, we used to jokingly call ourselves a little cult that everyone was dying to join, especially when we were considered a boutique operation. I think the core of who we are as a company and the commitment everyone makes is that we will always treat people fairly, know the best idea wins, and get out of the way of bright, curious people and let them carve out their own path. We have always been rewarded with that philosophy.
As for myself, I have had and shared one of the best mentors in this industry (and in business in general), who I’ve observed remain steadfast in those core values over my 25 year career at ZRS. His guidance allowed me to explore beyond my role; I’ve enjoyed the ability to freely wander outside of my lane and get involved in other departments’ operations and projects. Now, as I step into this new position, I’m energized to work alongside Pierce whom I greatly respect. I’m excited to work alongside him as we take the company into its next phase, knowing that the same principles that guided us then will continue to drive our success.
What are your priorities for the short and long term?
At present, I'm focused on leveling up our operations by utilizing technology to tackle challenges across the company with greater efficiency. Equally important is keeping our company culture strong—that is nonnegotiable for me—and I want to make it easy for everyone to stay deeply connected to our core values.
Looking ahead, I’m all about future-proofing the company so we can scale smartly. I recognize that ZRS will need to remain nimble and willing to adapt to how the multifamily industry is constantly evolving, driven by new technologies, shifting market dynamics, and changing resident expectations. To stay ahead, I plan to embrace innovation by strategically integrating advanced technologies, adjusting our strategies to meet emerging trends, and continuously refining our approach. My goal is to ensure that our company not only keeps pace with these changes but leads the way. We will continue to thoughtfully expand into new markets and, most important, invest heavily in strengthening and enhancing our corporate support teams. By doing so, I know ZRS will have the resources and expertise necessary to exceed our clients’ business objectives and consistently deliver exceptional results.
What lessons have you learned over your career that have prepared you for this new role?
With over 25 years with the company, I’ve had plenty of time to pick up a few lessons—after all, you don’t spend this much time (a quarter of a century) in one place without learning a thing or two. And there really are several key lessons that have shaped my leadership and prepared me for the COO role. One of the most impactful has been the importance of building and maintaining a strong company culture. You will continue to hear me talk about culture because starting at the ground level on-site and advancing through various roles, I’ve come to understand how a close-knit culture inspires people to do their best work and stay loyal to the team. This experience taught me that as we grow, it’s crucial to be intentional about preserving and evolving our culture to keep it aligned with our expanding organization.
Another vital lesson is the discipline of not reacting quickly. Over the years, I’ve learned that taking a moment to assess a situation before responding leads to better decision-making and stronger relationships. This ties into the principle that leadership is not about you—it’s about serving your team and the organization. This mindset has helped me navigate challenging situations with empathy and clarity, ensuring that my actions align with who we are as a company.
The ability to draw a straight line when having difficult conversations is another principle that has been instrumental in my development. I’ve learned that honesty is not just about being transparent but also about respecting employees enough to give them the truth, even when it’s tough. This approach fosters trust and accountability within the team, which is essential for sustaining a strong, performance-driven culture.
Last, I’ve also come to understand the importance of focusing on tasks that only I can uniquely perform. As I progressed from property manager to operations coordinator and then to vice president, I realized that my role required me to delegate effectively and concentrate on strategic decisions that would drive the company forward. This lesson is especially relevant as I step into the COO role, where prioritizing strategic initiatives and empowering others will be key to our continued success.
As vice president of operations, what were some of your key accomplishments? Will you help keep these projects moving?
As vice president of operations, I led the creation of ZRS' Centralized Services Department, a move that drastically improved our operational efficiency and allowed our property teams to focus on delivering exceptional service. While I'll stay involved to ensure these initiatives stay on track, it's the skilled team leading these efforts that's truly driving their success. While I'll remain involved to keep everything on course, they're the ones at the forefront, making it happen every day and ensuring these initiatives continue to thrive.
Mentoring and training are important to you. Will you still be able to invest time in these initiatives?
Absolutely, mentoring and training are incredibly important to me, and they will continue to be a priority. The best leaders leave a legacy of people they've helped grow, and that's always been my focus. It's not about titles or offices; it's about the number of careers you've positively impacted. Investing time in mentoring others is how we create a lasting impact, and I’m committed to continuing that work. I believe that helping others develop their skills and reach their potential is one of the most valuable contributions I can make to the organization.
When you’re not at work, what do you enjoy doing?
My off-work time is spent traveling as often as I can. I love seeing other cultures and spending time outdoors. While my family and I are born and raised Floridians, we love snow sports and usually ski/snowboard at least two to three times a year.
Latest read or binge watch?
“The Tenth Muse: My Life in Food” by Judith Jones. When I am not at work, outdoors, or skiing, I love to cook. I think in retirement you will likely find me in culinary schools perfecting the mother sauces and learning how to properly debone a chicken.
