Multifamily real estate · Los Angeles

Hari Narayan Deevi

Asset-management analyst with operating experience across cash-flow forecasting, budgeting, investor reporting, performance analysis, leasing strategy and property operations.

Explore the models View experience

What I do

From operating detail to portfolio decision.

My work sits between the property, the model and the investment narrative—translating leasing, expenses, capital needs and debt obligations into decisions an ownership team can act on.

Forecasting & budgeting

Build cash-flow projections, compare budget to actual performance and isolate the assumptions driving NOI variance.

Asset performance

Track occupancy, collections, concessions, rent growth, controllable expenses and property-level operational priorities.

Investment communication

Turn property data into clear investor reporting, lender updates and recommendations for ownership.

Anonymized case study

Managing with an owner’s lens.

This case study reflects the type of work I perform on a Los Angeles multifamily asset. Property identity, residents, vendors and operating results are intentionally excluded.

The operating loop

Find the gap. Trace the cause. Own the follow-through.

The strongest asset-management recommendations start with knowing what is actually happening at the property—not merely what the monthly report says.

01Diagnose. Review leasing traffic, occupancy, delinquency, work orders and expense variance together.

02Prioritize. Separate timing noise from recurring operational issues and quantify the likely NOI impact.

03Execute. Coordinate property-level action, update the forecast and communicate the decision to ownership.

04Verify. Track the next reporting cycle to confirm whether the intervention changed the operating trend.

Interactive work

Test the assumptions.

Two simplified model demonstrations show how operating inputs flow into NOI and investment returns. Change any assumption to recalculate instantly.

Operating assumptions

Units Average monthly rent ($) Economic occupancy (%) Other income / unit / month ($) Operating expenses / unit / year ($) Management fee (% of EGI) Budgeted NOI ($) Annual capital projects ($)

Annual output

Gross potential rent$0

Effective gross income$0

Net operating income$0

NOI margin0.0%

Variance to budget$0

Cash after capital$0

Illustrative only. Inputs are fictional and do not represent an actual asset or employer work product.

Acquisition assumptions

Purchase price ($) Year-one NOI ($) Annual NOI growth (%) Hold period (years) Exit cap rate (%) Selling costs (% of sale) Loan-to-value (%) Interest rate (%)

Investment output

Going-in cap rate0.0%

Initial equity$0

Year-one DSCR0.00x

Estimated exit value$0

Levered IRR0.0%

Equity multiple0.00x

Simplified interest-only illustration with no acquisition costs, refinance, tax effects or interim capital spending. Not investment advice.

Working notes

How I think about the work.

Short observations on the bridge between property operations and investment performance.

Asset management · 3 min

A variance is a question, not an answer

“Repairs are over budget” is only the first observation. The decision begins when the variance is separated into timing, volume and unit-cost effects—and then tested against work orders, occupancy and deferred maintenance.

Capital markets · 4 min

Why the floor can matter more than the index

A floating-rate loan may be quoted as SOFR plus a spread, but the all-in economics can be governed by a minimum index floor. Underwriting both the forward curve and the contractual floor avoids overstating debt-service relief.