› Proptech

// the problem

Before this existed, every stage of a deal lived in its own silo: acquisition pipeline in one spreadsheet, due-diligence findings in scattered PDFs and emails, land-fund budgets in a workbook only one person understood, vendor and contract details wherever they'd last been saved. There was no single source of truth, no audit trail on who approved a budget or when, and no way for leadership to see the state of a deal without asking someone to go find the file. I set out to build the tech and data function the company didn't have — starting from zero, with no existing team, no existing systems, and no CS background of my own to draw on beyond directing the work.

// approach

• 01Connected directly to the firm's existing Dropbox so the portal ingests the spreadsheets and documents people were already producing, instead of asking anyone to change how they work day to day.
• 02Built structured extraction on top of that raw material — invoices, contract dates, org charts, rent rolls, T-12 statements, market surveys — so unstructured Excel and PDF files become queryable data instead of files someone has to open.
• 03Layered dashboards and workflows on top: a land pipeline and cashflow view, due-diligence tracking, underwriting review, and a full budget submit/approve/reject flow with an audit trail, so decisions that used to happen over email now happen in the system of record.
• 04Run the team by leveraging LLMs alongside three engineers — I set the requirements, hold the quality bar, and stay close to the users, rather than writing the implementation by hand myself.

// results

Team

3 engineers

Coverage

Acquisition → Asset Management

Time saved

60+ hrs/week