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Jackie Impellitier, Chief Operating Officer, ZRS Management
Founded in 1991, the third-party management firm ranks 19th on the National Multifamily Housing Council’s 2024 Top Apartment Managers list, overseeing nearly 80,000 units.
Impellitier began her career with ZRS in 1999 as an on-site team member at a multifamily community in Florida, which the company continues to manage today. Over the past 25 years, she has risen through the ranks, most recently serving as Vice President of Operations for the past five years. In that capacity, she was instrumental in asset optimization, information systems management, transition oversight, and the support of technology and training initiatives. Notably, she spearheaded the creation of ZRS’ Centralized Services Department, which has significantly enhanced operational efficiency.
“This appointment is part of our broader organizational strategy to ensure we scale effectively with our clients and provide robust support to our team members. As we’ve expanded, Jackie’s role has naturally grown, leading us to build a larger leadership team around her, each focused on their respective departments,” says ZRS President Darren Pierce. “We’ve always prioritized accessibility for our leadership team, both to our staff and clients. Elevating Jackie’s role into a more strategic position allows her to continue overseeing the implementation of best-in-class operational, IT, centralization, and other initiatives, while maintaining close client interaction and leadership oversight.”
MFE had the opportunity to speak with Impellitier about her newly established role and the career experiences that have prepared her for this significant leadership position.
You joined ZRS in 1999. How has the company supported your growth over the past 25 years, leading to this new position?
ZRS has been pivotal in my professional and personal growth. From the moment I joined in 1999, it was evident that this was a special place—not just because of the work we do, but because of the people and the culture. Back then, we jokingly referred to ourselves as a small, tight-knit group that everyone wanted to be a part of, especially when we were a boutique operation. The core of who we are as a company—the commitment to fairness, valuing the best ideas, and empowering bright, curious individuals to forge their own paths—has remained consistent and has been the foundation of our success.
I’ve been fortunate to have one of the best mentors in the industry, someone who has remained steadfast in these core values throughout my 25-year career at ZRS. This mentorship allowed me to explore beyond my immediate responsibilities, and I’ve had the freedom to get involved in various departments’ operations and projects. As I step into this new role, I’m energized to work alongside Darren Pierce, whom I greatly respect. I’m excited to collaborate with him as we guide the company into its next phase, knowing that the principles that have guided us so far will continue to drive our success.
What are your short- and long-term priorities?
In the short term, my focus is on enhancing our operations by leveraging technology to address challenges more efficiently across the company. Equally critical is maintaining our strong company culture—a non-negotiable for me. I want to ensure that everyone stays deeply connected to our core values.
Long-term, my priority is future-proofing the company to scale intelligently. ZRS must remain agile and adaptable to the ever-evolving multifamily industry, influenced by new technologies, shifting market dynamics, and changing resident expectations. To stay ahead, I plan to embrace innovation by integrating advanced technologies, adjusting our strategies to meet emerging trends, and continuously refining our approach. My goal is to ensure that ZRS not only keeps pace with these changes but leads the way. We will continue to thoughtfully expand into new markets and, most importantly, invest heavily in strengthening and enhancing our corporate support teams. This will ensure that ZRS has the resources and expertise necessary to exceed our clients’ business objectives and consistently deliver exceptional results.
What lessons have you learned throughout your career that have prepared you for this new role?
With over 25 years at the company, I’ve had ample time to learn a few key lessons. One of the most impactful has been the importance of building and maintaining a strong company culture. Starting at the ground level and advancing through various roles has shown me how a close-knit culture inspires people to do their best work and remain loyal to the team. This experience has taught me that as we grow, it’s essential to be intentional about preserving and evolving our culture to keep it aligned with our expanding organization.
Another vital lesson is the importance of measured responses. Over the years, I’ve learned that taking a moment to assess a situation before reacting leads to better decision-making and stronger relationships. This ties into the principle that leadership is about serving the team and the organization, not about personal recognition. This mindset has helped me navigate challenging situations with empathy and clarity, ensuring that my actions align with our company values.
The ability to address difficult conversations directly has also been instrumental in my development. I’ve learned that honesty is not just about transparency but also about respecting employees enough to give them the truth, even when it’s tough. This approach fosters trust and accountability, which is crucial for sustaining a strong, performance-driven culture.
Lastly, I’ve learned the importance of focusing on tasks that only I can uniquely perform. As I progressed from property manager to operations coordinator to vice president, I realized the need to delegate effectively and concentrate on strategic decisions that would drive the company forward. This lesson is especially relevant as I step into the COO role, where prioritizing strategic initiatives and empowering others will be key to our continued success.
As Vice President of Operations, what were some of your key accomplishments? Will you continue to oversee these projects?
As Vice President of Operations, I led the creation of ZRS' Centralized Services Department, which significantly improved our operational efficiency and allowed our property teams to focus on delivering exceptional service. While I will remain involved to ensure these initiatives stay on track, the success of these efforts truly lies with the skilled team leading them. They are the ones at the forefront, making it happen every day and ensuring these initiatives continue to thrive.
Mentoring and training are important to you. Will you still be able to invest time in these initiatives?
Absolutely, mentoring and training are incredibly important to me, and they will remain a priority. The best leaders leave a legacy of people they’ve helped grow, and that has always been my focus. It’s not about titles or offices; it’s about the number of careers you’ve positively impacted. Investing time in mentoring others is how we create a lasting impact, and I’m committed to continuing that work. I believe that helping others develop their skills and reach their potential is one of the most valuable contributions I can make to the organization.
When you’re not at work, what do you enjoy doing?
Outside of work, I spend as much time traveling as I can. I love experiencing different cultures and being outdoors. Although my family and I are born and raised Floridians, we’re passionate about snow sports and usually ski or snowboard at least two to three times a year.
Latest read or binge-watch?
I recently read “The Tenth Muse: My Life in Food” by Judith Jones. When I’m not working, outdoors, or skiing, I enjoy cooking. I imagine that in retirement, you’ll likely find me in culinary schools perfecting the mother sauces and learning how to properly debone a chicken.
