AIM 2025: The Pathway to Innovation

The Pathway to Innovation

What does it take to turn good ideas into great execution in an industry known for caution and complexity? That’s the question tackled by Samantha Chalmers, Zach Sloan, Faith Aids, and Brandon Willis—leaders who are actively reshaping how innovation unfolds in multifamily. From launching internal pilot programs to transforming change management strategies, the panel shared practical insights on how companies can stop “talking innovation” and start living it.

They began by looking at the industry's evolution. A decade ago, the innovation conversation was largely theoretical. Today, it’s a necessity. With pressure mounting from proptech startups, shifting renter expectations, and executive demand for smarter operations, the conversation has shifted from should we innovate? to how fast can we implement, measure, and scale?

The panel challenged the misconception that innovation is all about adopting shiny new tech. Instead, they defined it as the ability to adapt quickly, learn intentionally, and structure for momentum. Organizations that innovate successfully have systems in place: designated roles to champion new ideas, consistent communication plans, and the cultural permission to experiment—even if it means failing fast.

Central to their advice was the need for ownership. Innovation can’t be everyone’s job—or no one’s. A dedicated leader, whether titled Chief Innovation Officer or not, must oversee vendor evaluation, pilot programs, stakeholder feedback, and internal rollouts. Without this person, even promising ideas often stall due to fragmented decision-making and lack of follow-through.

But structure alone isn’t enough. The panel emphasized change management as the linchpin between innovation and adoption. It’s not enough to hand over new tools and hope they’re used. One panelist described how early buy-in from leasing teams and consistent messaging during rollout turned what could have been a disruptive tech change into a source of excitement and empowerment.

They also tackled some of the most common blockers to innovation: budget paralysis, internal resistance, and rigid hierarchies. The panelists encouraged companies to get scrappy. Small-scale pilots, cross-functional collaboration, and honest post-mortems can generate significant momentum without requiring massive investment. As one speaker noted, “You don’t need a $100K contract to test something—you need trust and follow-through.”

Zach Sloan offered a vendor’s point of view, sharing how co-developing with clients early on not only builds better products but strengthens long-term relationships. He urged operators to bring vendors into the field, expose them to leasing challenges, and give them real feedback—because innovation works best when it’s grounded in frontline experience, not boardroom theory.

Brandon Willis described how innovation took root within his company by creating a dedicated vertical focused on “innovative living.” By isolating this portfolio, they were able to pilot smart tech, streamline communication tools, and experiment with resident engagement strategies—without risking disruption across the broader portfolio. It became a playground for progress that later informed enterprise-wide rollouts.

Across the board, the panelists urged operators to demand more from their vendor partners—but also from themselves. Quick decision cycles, open-minded testing, and feedback loops are no longer optional. Innovation now happens in weeks, not years. Operators who wait for perfection risk falling behind.

A recurring theme was the human factor. Technology and process matter, but innovation lives or dies by how it’s introduced to people. The panel stressed that site-level teams must feel heard and included. Their early feedback often makes the difference between a rollout that flops and one that scales.

In closing, the panel challenged companies to stop waiting for “someday” conditions. Build innovation muscle now. Start with one property, one process, one pilot—and document the journey. Celebrate progress, even when imperfect. Because the organizations that win in this next chapter of multifamily aren’t the ones with the most tools—they’re the ones with the most courage to change.