Jess Brill

Challenge — AI-driven changes to cell phone carrier regulations decimated the business’s cold-calling channel overnight. With no new leads entering the pipeline, the business stalled completely.

Action — Designed and launched two new lead generation channels simultaneously. For Meta Ads: built the end-to-end funnel including quiz-style lead capture form, CRM integration, and automated SMS follow-up sequences; created all ad content; managed the full project from concept through post-launch; and built a custom AI advisor to assist with ongoing strategy and tech setup. For direct mail: conducted market research, sourced and vetted print vendors, designed the mailer content, built an extended sales sequence with a dynamic SMS QR code, automated workflows, and a state-by-state conversion tracking system.

Result — The Meta Ads campaign launched to an immediate 3% click-through rate with on-target cost-per-lead from day one. The direct mail campaign went from concept to first inbound leads in under three weeks. Both channels delivered qualified leads into the acquisitions pipeline immediately upon launch.

Challenge — A stalled web development project, repeated miscommunication between the CEO and two different development teams, and an upcoming rebrand into two separate business divisions created compounding operational risk. The CEO had no clear bridge between creative vision and technical execution.

Action — Identified that the company was attempting to market two distinct audiences on one site and recommended a two-site strategy aligned with the planned rebrand into separate DBAs. Researched, interviewed, and hired a new web developer; translated the CEO’s vision into clear, actionable briefs; and oversaw both sites from design through launch. Simultaneously managed the full company rebrand — DBA filings, company-wide switchover of websites, social media, marketing materials, email domains, CRM, and Google Business Profiles.

Result — A seamless rebrand into two distinct DBAs with cohesive messaging, clearer audience targeting, and a fully operational dual-site presence. Improved professional relationships across all vendor and internal parties, with clear communication systems and creative workflows established for ongoing development.

Challenge — A department director was spending a significant portion of her week conducting lengthy intake appointments and follow-up sessions with every new client — one-on-one, every time. The manual process was consuming hours she couldn’t afford, forcing her to deprioritize other critical functions.

Action — Designed and built a fully automated onboarding system. Wrote video course scripts, oversaw recording and editing, and produced a multi-part client video series. Digitized all supporting instructions, built an automated email sequence, and integrated an appointment booking tool for self-scheduling. Managed the full transition from manual to automated onboarding end-to-end.

Result — The department director was fully removed from the intake process. New clients now complete the first several program steps independently before any team contact, with digitized scheduling eliminating manual coordination. The director reclaimed hours weekly to focus on higher-leverage work.

Challenge — Frequent communication breakdowns between the closer, dispositions manager, and transaction coordinator were causing deal delays, missed deadlines, and elevated risk. The existing title company could not meet the business’s timelines, and no repeatable process existed to prevent recurrence.

Action — Conducted a full process audit, introduced Slack with dedicated channels per department and per active property, implemented time-blocking and communication SOPs, and created visual process maps for cross-departmental clarity. Worked with attorneys to revise contracts for stronger liability protection. Sourced and onboarded new title company and attorney relationships better suited to the business’s pace.

Result — Time from contract execution to assignment-ready was reduced by more than 50%. Closings ran significantly smoother with the new attorney and title relationships. Internal team dynamics improved with clear role accountability, less blame, and reduced stress. Each department head gained a clear, visual process to reference at every stage of a deal.

Challenge — A high-volume real estate investor — simultaneously managing active flips, a dozen rental properties, multiple new acquisitions, and a hotel-to-boutique renovation — was burned out and stretched across too many operational details. Disorganized financials, missing lease management systems, and no delegation infrastructure kept her tied to tasks far below her level.

Action — Built a centralized property management system tracking tenant lease expiration dates, renewal notice timelines, contact information, and maintenance history across all properties. Overhauled the accounting setup, established weekly and monthly expense tracking, lender reconciliation SOPs, and tax-reporting systems. Created file management systems for contractor and project manager correspondence. Built a land acquisition process map with step-by-step SOPs. Configured the full VA delegation framework, then hired, onboarded, and oversaw the virtual assistant.

Result — The new systems reclaimed 20+ hours per week for the investor, eliminating the manual tracking, financial backtracking, and administrative coordination that had consumed her time daily. With a fully operational VA and a project manager hired to oversee active renovations, she was able to expand into purchasing a home service business.

Challenge — An investor expanding into co-living military housing near Texas bases needed a full acquisitions and underwriting operation built from scratch — while he focused entirely on raising capital and securing lending partners. No systems, no vendor relationships, and no deal-tracking infrastructure existed.

Action — Built investor profile systems and established relationships with dispositions managers and wholesalers to create a reliable deal sourcing pipeline. Managed the acquisitions process from contract to close, tracking simultaneous deadlines across multiple deals. Performed due diligence, market research, underwriting, deal analysis, and risk assessments, analyzing NOI, appreciation, and cash flow metrics. Developed and enforced SOPs for consistency during rapid portfolio expansion.

Result — Inbound leads increased 12x within three months. A comprehensive underwriting and due diligence framework was implemented via detailed SOPs, and a deal-flow project management system gave the investor full pipeline visibility — allowing him to remain focused on capital raising while acquisitions ran independently.