Daniel Ebuehi
California DRE #02224369
FAA Part 107 #4229607 · M.Arch, UPenn
I manage a 114-unit permanent supportive housing property in downtown Los Angeles. Before that, a 58-unit SRO in Skid Row. Before that, fifteen years designing buildings.
I took over a 58-unit SRO in Skid Row where three of about seventeen vacant units were rentable. I brought that to fifteen.
The rest were boarded up. Not mid-turn — sealed. Nobody was walking them, and a vacant unit nobody walks gets broken into, which turns a two-day clean into a full turn. Twelve units of contract rent sat behind plywood while the vacancy report called it a leasing problem.
I work on the expensive problems that don’t show up on a spreadsheet until the money is already gone.
Eight years in Southern California property operations, most of it in subsidised and permanent supportive housing. Right now that means compliance inspections from four separate agencies, abatement tracking, work orders through a maintenance team shared across buildings, and vacant-unit turns held to housing-authority standards.
Before that, the SRO on Skid Row — a building over a century old — plus rotating coverage of roughly 460 more units across seven buildings on the same street.
Affordable housing does not become affordable because the rent is restricted. Every dollar lost to rework, vacancy and avoidable repair is a dollar that cannot preserve or create a unit. That is the whole reason this exists.
A building, an operation and an asset are three different documents
M.Arch and a Certificate in Ecological Architecture from the University of Pennsylvania School of Design, fifteen years designing and drafting before operations, a real estate licence and a remote pilot certificate. Most people looking at these properties read one of the three. The leaks happen where the readings disagree.
Rent-ready is a date. Vacant is a duration. If your reports track only one, the days between move-out and rent-ready never get counted as anything but market softness.
A repeat visit is either a new fault or the same one returning. Your work-order history knows which. The summary report does not.
A vendor holding most of your spend is not a verdict. It is a reason to check pricing and response times against somebody else.
No theoretical savings claims, no invented customer examples, no round numbers I can’t show the arithmetic for. A report states the pattern found in your data and the method used to measure it, and says so plainly where the data can’t support a conclusion.
I don’t inspect your property, interview your staff, or check your export against source documents. Findings are observations about operational data — not allegations about your vendors or your team. It is also not brokerage, legal or accounting advice.
Questions before you buy? [email protected] — I answer these myself.
PropOps8 is one of three connected efforts — finding the property, financing it, and operating it. The operations half is the one that sells to people who already own buildings.