The live demo · Meridian Residential, a fictional portfolio
Not a slide deck and not a recorded walkthrough. It is the real interface, every screen of it, running on a portfolio I modelled so that nobody's operating data sits on a public URL. Read the six stops below first, or just go.
Open the live demo Opens in a new tab. Nothing is gated.Meridian Residential does not exist. It is a fictional owner-operator I built so the platform could be shown to a stranger without putting anyone's operating data on a public URL.
On why it is fictional. I could have shown you a real portfolio with the logos blurred. A lot of vendors do. I am not willing to put a client's operating data on a public URL and call it a case study, and you would not want to be the client whose numbers went up next time. The same discipline is why no operator's name appears anywhere on this site: not until they have signed, and said yes in writing.
Same numbers underneath, every time. A regional and a CFO looking at the same week are looking at the same figures, cut for the decision each of them actually makes.
Eleven role-based views, and who each one is built for · scroll the table sideways
| View | What it opens on | Who reads it |
|---|---|---|
| Executive Portfolio Brief |
What moved this week across all ten communities, with the exceptions surfaced rather than buried. | Everyone. It opens by default. |
| Executive Executive / CFO |
The financial cockpit: budget to actual NOI, the bridge, cash, debt service coverage headroom. | CFO, CEO |
| Executive COO Operational Health |
The portfolio run by exception rather than browsed property by property. | COO, head of property management |
| Executive Regional VP Rollup |
Ten communities stack ranked, worst first. A Monday triage list, not a dashboard. | Regional VP |
| Revenue and leasing Revenue & Pricing |
Net effective rent, trade-out, exposure, and the AMI caps sitting next to market rents by floor plan. | Director of revenue management |
| Revenue and leasing Leasing & Lease-Up |
The funnel, absorption pace, and cost per lease by source. | VP of marketing and leasing |
| On site Community Manager |
The working cockpit: today's traffic, occupancy against budget, lost rent per day, aging work orders. | On-site community manager |
| On site Activity Calendar |
Move-ins, move-outs, notices and renewals on one calendar. | On-site community manager |
| On site Maintenance & Turns |
Work order service levels, make-ready cycle, and every down unit priced per day. | Director of facilities |
| Lease-up Lease-Up Readiness |
The 180-day-to-first-lease checklist, by milestone and by owner. | Lease-up project manager |
| Ownership Asset / Owner & JV |
Owner-level returns and a joint venture pool split across two fictional partners. | Asset management, LP reporting |
Fifteen minutes if you read the notes, four if you do not. The views are in the left rail. The three filters along the top, region, property and period, work on every screen.
This is the view that opens by default: what moved this week across the whole portfolio, with the exceptions surfaced rather than buried. Read it the way you would read a memo, top to bottom, and notice that you are not assembling anything.
What it proves. The weekly packet is an output, not a task. Somebody on your team currently spends a chunk of Friday and Monday producing a worse version of this page by hand.
The bridge does not just say you missed by a number. It attributes the miss across revenue and the expense lines, and the deltas foot to the expense category detail lower on the page. Then look at the coverage panel, where every property sits against the 1.20x covenant.
What it proves. The financial layer is reconciled and attributable, not a restatement of an Entrata export in nicer type. The bridge foots: the budget total, the deltas and the actual total are the same arithmetic your controller would do by hand.
This is the screen a regional opens at seven on a Monday morning. It is deliberately not a dashboard you browse. It is a triage list that tells one person which three properties get their day.
What it proves. Exception management. If a view makes the reader go hunting for the problem, the reader stops opening it by week six. Ranking is what makes a tool survive contact with a busy operator.
Find the restricted floor plans in the stack. Each one carries the market rent, the asking and net effective rent, and the applicable ceiling. Where the ceiling binds, the plan is flagged at cap and the recommendation says so, rather than cheerfully suggesting an increase you cannot take. On the ownership view the same bands are shown as headroom to the ceiling, and one of them has $30 left.
What it proves. Compliance is not a separate department in this system, it is a constraint inside the pricing math. This is the screen that shows you where the nightly rent-cap check would run once it is pointed at your real lease events.
Each offline unit carries days down, the reason, and cumulative lost rent at net effective rent. One unit in the tracker has been out for 38 days after a fire and has cost Meridian $2,052 so far. Nobody argues with a maintenance backlog once the backlog is denominated in rent.
What it proves. Hours are the baseline. The catches are the point. One unit that gets unstuck three weeks earlier, one contract window that does not silently auto-renew, one lease that does not get signed over a cap, and the platform has paid for itself.
This is the on-site cockpit: today's traffic, the funnel, occupancy against budget, lost rent per day, the work orders that are aging. Now change the property filter at the top and watch every panel on the page recompute. Then go back to the CFO view and change it again.
What it proves. One semantic layer. The number on the CFO's screen and the number on the community manager's screen are the same number, filtered differently. That is the part that is hard to build and the part nobody notices until it is missing.
The views are the surface. The reason to buy this is the work running underneath them, and that work needs a live connection to your system of record. It is genuinely absent here, and I would rather say so now than let you find it on a call.
Those four are also the honest answer to why analytics is the cheaper product. The screens are useful. The automations are the point. The four things you cannot see in the demo are the four you would mostly be paying for, and the exclusions that bound them are contract terms, not marketing copy: the exact API scopes and the written exclusions are published.
Three things have to happen, in this order. None of them is a data migration, because nothing moves out of the system you already run.
Your IT team provisions one read-only user in Entrata. NOI Engine never writes to your system of record, and that scope is a contract term rather than a setting somebody could change. Yardi is next and is not built yet.
Week oneYour chart of accounts gets mapped, your thresholds get set, and your counsel approves the template library that any resident-facing draft has to merge into. This is where most of your team's implementation time goes.
Weeks one to threeEight suites, 51 automations. You do not turn all of them on at once and I will not let you. Pick the two that hurt most, prove them on your own numbers, then widen.
Phase oneYour side of it is about 12 hours across three weeks. One read-only API user provisioned, two 90-minute mapping sessions, one template review with counsel, and an hour of training for each role you switch on in phase one. That is two or three roles, not all eleven views on day one. If a vendor cannot tell you that number before you sign, they have not run an implementation.
On the cheaper option. Analytics on its own is $1.50 per unit per month. It is available, and it is the least valuable way to buy this. Dashboards do not catch the over-cap lease and they do not write the Monday packet. If your problem is that nobody can see the numbers, buy it. If your problem is that your people are doing the work by hand, do not.
On the hours number. The roughly 1,100 staff-hours a month and roughly $500,000 a year of loaded labor quoted elsewhere on this site come from one measured study of a single operating portfolio, timed task by task. One portfolio, measured by the person selling the software, not audited by anyone. The full derivation, task by task is published so you can argue with it. Your number will be different. Multiply, do not assume.
If you are going to send this to a colleague, send the demo with it. It holds up better than anything I could write about it.
The three pages a buying group usually needs next, in the order they usually need them:
Questions the demo raises go straight to me
Michael Gaff