Prioritize communities where Assembly's operating model changes the board's life.
The strongest account is not simply a large HOA. It is a manageable community with meaningful ARR, visible service pain, enough financial health to transition, and board leadership ready to make a decision.
Start with an ARR-to-complexity hypothesis, then let Assembly's data decide.
75-250 units is a useful starting hypothesis from the prep, not a fact. Assembly's public customer examples span 18 townhomes, 36 condos, 48 single-family homes, 119 condos, 122 condos and 160 condos, so Month 1 should calibrate ICP against actual gross margin, retention, manager capacity and onboarding cost.
75-250 units is one likely cluster, but smaller communities can still be excellent if they are operationally simple, well-funded and easy to serve through Assembly’s centralized model.
- President / Treasurer-led board
- Visible incumbent service issues
- Meaningful reserves and recurring vendor spend
- Upcoming capital project, assessment or governance pressure
- Centralized physical footprint
Do not automatically deprioritize 18-74 unit communities. Assembly publicly shows successful customers in this range, so actual retention and margin should decide treatment.
- Burned-out volunteer boards
- Manual AP and dues workflows
- Frequent rule / CC&R questions
- Lower field complexity
Would I spend field time on this HOA?
A proposed 100-point model based on the prep. The weights should be calibrated against Assembly's actual conversion, gross-margin and retention history after joining.
Low priority
Do not force field time. Keep in nurture until economics or intent improves.
Proposed operating model, not Assembly's internal scoring system.Find authority, pain ownership and the path to a vote.
No second scoring model is needed. For each active account I would simply know who controls the agenda, who owns the finances, who feels the management pain and who could block the change.
Usually the best path to understanding board priorities and whether a management change can realistically get scheduled.
Critical for management fees, reserve concerns, vendor spend, banking and the financial case for changing.
Identify the person most motivated to improve the status quo and the person whose objections must be resolved before the vote.
Look for the moment a board becomes willing to change.
HOA management is sticky until something breaks. The best outbound timing follows operational, financial or leadership change.
New leaders often inherit unresolved issues and are more willing to challenge the incumbent.
Unreturned calls, opaque finances and slow maintenance create public evidence of pain.
Direct proof that the board is willing to reconsider the current operating model.
Repair pressure creates urgency around reserves, vendor execution and homeowner communication.