Internship

Community Assistant

Student Living

Posted on 7/8/2026

Greystar Worldwide

Greystar Worldwide

10,001+ employees

Vertical-integrated residential rental housing platform

No salary listed

Tampa, FL, USA

In Person

On-site at Union on Fletcher Student Living, Tampa, Florida. Occasional travel to other properties may be required.

Category
Retail (1)
Required Skills
Marketing

People at Greystar Worldwide

People at Greystar Worldwide who can refer or advise you

Responsibilities
  • Performs administrative tasks for the leasing office including but not limited to: copying documents, filing resident files, preparing notices, handling resident calls, and organizing rent payments and other collateral materials.
  • Assists with sales and leasing activities to achieve the property’s revenue and occupancy goals by conducting virtual tours, responding to online inquiries, greeting and qualifying prospects, conducting property tours, and showing apartments.
  • Assists with the lease preparation process by generating all required lease paperwork and organizing resident lease files.
  • Assists with move in and move out process for residents; commits to working move-in and move-outs with the understanding that these events, along with “turn”, are mandatory work dates. Any time off during these dates will be considered an exception and must be requested and approved in writing by the Community Manager well in advance.
  • Answers incoming calls and sets appointments for prospects to tour the property.
  • Performs on-campus marketing outreach to generate Community awareness and qualified traffic.
  • Assists with coordinating resident functions, including parties, birthday cards, unit visits, and other programs to achieve resident satisfaction goals.
  • Schedules and conducts resident visits as directed and distributes notices such as flyers, newsletters, resident surveys, and late notices.
  • Acts as an after-hours liaison between residents and property management; responds to after-hours emergencies within a required period of time. At least one on-call shift per week is expected; however, the schedule is determined at the site level.
  • Responds quickly and courteously to resident concerns and questions and takes prompt action to solve problems and/or document and convey resident or other requests to the appropriate individual(s).

Greystar Worldwide focuses on residential rental housing with a vertically integrated model that combines investment, development, and property management. Its products work by owning and operating rental properties across international, regional, and local markets through a global platform and local offices, enabling scale, professional reporting, and capital relationships while maintaining local execution. The company differentiates itself through its full-stack approach, combining ownership, development, management, and investment disciplines, plus a large global workforce and long industry experience to provide consistent service and value across all phases of the real estate cycle. Its goal is to create high-quality, inviting homes and enhanced living experiences by leveraging its integrated capabilities and extensive network of capital and expertise.

Company Size

10,001+

Company Stage

Debt Financing

Total Funding

$511.6M

Headquarters

Charleston, South Carolina

Founded

1993

People at Greystar Worldwide

People at Greystar Worldwide who can refer or advise you

Simplify Jobs

Simplify's Take

What believers are saying

  • Greystar closed €2.7B GEPE II fund, the largest pan-European residential fund targeting BTR and PBSA.
  • It acquired 904 Elephant Park homes in London, reinforcing Momento BTR portfolio with a Zone 1 asset.
  • North American capital accounted for 60% of UK BTR investment, accelerating Greystar's position as a leading US operator.

What critics are saying

  • GEPE II fund faces 22% new UK BTR supply surge from 2024–2025, triggering 18% rent decline by 2027.
  • Morgan Stanley's £1.045B acquisition of London & Quadrant directly competes in Zone 1, reducing Greystar's market share by 12%.
  • Franklin's 361-unit development faces 28% rent vacuum from 14,723 new units, forcing 10–15% rent discount by 2027.

What makes Greystar Worldwide unique

  • Greystar ranks No. 1 on NMHC 2026 list despite 1,000-unit decline, leveraging $350B scale.
  • It operates $350B across 260 markets globally, managing 1.1M units and student beds.
  • Its vertically integrated model combines ownership, operation, and development of student and multifamily housing.

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Benefits

Health Insurance

Dental Insurance

Vision Insurance

Disability Insurance

Life Insurance

Health Savings Account/Flexible Spending Account

Unlimited Paid Time Off

Paid Vacation

Paid Sick Leave

Paid Holidays

Hybrid Work Options

401(k) with Company Match

6-Week Paid Sabbatical

Paid Parental Leave

Fertility Treatment Support

Family Planning Benefits

Employee Assistance Program

Pet Insurance

Legal Plans

Charitable giving program and benefits

Onsite Housing Discount

Wellness Program

Mental Health Support

Stock Options

Company Equity

Conference Attendance Budget

Professional Development Budget

Phone/Internet Stipend

Home Office Stipend

Growth & Insights and Company News

Headcount

6 month growth

14%

1 year growth

14%

2 year growth

14%
Franklin Islet Systems
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Multi-Housing News
Apr 7th, 2026
Affordable Virginia community gets new owners.

Affordable Virginia community gets new owners. The property is located near the University of Virginia. Amurcon Realty Co. has sold Rio Hill Apartments, a 139-unit affordable housing community in Charlottesville, Va. Palatine Capital Partners purchased the property for $26.6 million, according to Albemarle County records. Berkadia arranged the sale. Rio Hill originally came online in 1995, with apartments designated for residents earning roughly 50 percent of the area median income, according to Yardi Matrix. The garden-style community offers two- and three-bedroom floorplans averaging 1,152 square feet. Each apartment has in-unit laundry. The average monthly rent is listed as $1,345, Yardi Matrix shows. Rio Hill Apartments was built on 9.5 acres across six buildings spanning three floors each. Shared amenities at the property include a swimming pool, basketball court and playground. The site offers 210 parking spaces, Yardi Matrix shows. Rio Hill has shown strong leasing momentum, which made it a compelling asset for acquisition, Berkadia's Managing Director Carter Wood said in prepared remarks. Rio Hill Apartments sits at 1610 Rio Hill Drive near Route 29 and Interstate 64. The University of Virginia and Chris Greene Lake Park are 6 and 7 miles away from the community, respectively. Retailers such as Costco, Whole Foods, Home Depot and Lowe's are within 5 miles. Berkadia's team, including Senior Managing Director Drew White, Managing Director Carter Wood, Senior Director Matt Straughan and Director Cole Carns of Berkadia Richmond, along with Senior Managing Director Brandon Grisham and Senior Director Jordan Skyles of Berkadia Affordable Housing, facilitated the deal on behalf of Amurcon Realty Co. Berkadia's Virginia activity. Berkadia has been active in the state of Virginia, facilitating the sale of multiple multifamily assets across various markets and classes. For example, at the end of 2025, DF Ventures sold Compass at City Center for $75.5 million in a deal arranged by the firm. Penzance acquired the property. In November 2025, the Berkadia arranged the sale of Livano Norfolk. Kushner purchased the 295-unit property from LIV Development and rebranded the community as District 757. Separately, Greystar is developing Old Ivy Residences, a 336-unit community located near Rio Hill Apartments. The project will bring a mix of multifamily apartments and build-to-rent homes to the market when it comes online in the second quarter of 2026.

Business Insider
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A new take on apartment living rises above Murrieta at Montessa Heights.

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McKnight's Senior Living
Apr 2nd, 2026
Active adult pioneers share wins, misfires, clearer picture of market.

Active adult pioneers share wins, misfires, clearer picture of market. April 2, 2026 NASHVILLE, TN - After operating in the active adult market for more than a decade, early pioneers in the field offered a variety of lessons learned Wednesday on the final day of the National Investment Center for Seniors Housing & Care's 2026 Spring Conference. Defining active adult. NIC defined active adult communities in a 2022 white paper, updating the definition in 2024: Rental communities that are age-eligible, market-rate, multifamily properties focused on enhanced lifestyle programming without providing meals. Matt Pyzyk, Green Courte Partners managing director of acquisitions, moderated the panel discussion and said the average move-in age for active adult residents ranges from the late 60s to early 70s. The majority of residents are single and women; they may be employed full-time or part-time; and 60% to 70% move in after downsizing from an owned home. NIC MAP tracks almost 800 active adult rental properties. In a fall 2025 blog post, NIC Senior Principal Caroline Clapp noted that stabilized average occupancy rates were greater than 95% for the active adult sector for the year. Pyzyk said that 36% of the current active adult inventory has opened since 2019, and those who have operated in the space over the past 10 years have "learned a lot." Staffing drives success. When Greystar, the largest active adult operator, first entered the active adult market, Senior Managing Director Michael Levine said, the firm had a vision of the product. The company, he said, tried rolling out active adult as a Ritz-Carlton-type product but quickly pulled back, realizing that the price point could not support that staffing model. Levine said Greystar hires a community manager and two sales staff members for each community, outsourcing and centralizing the maintenance and housekeeping functions. He added that the active adult business model is built around human capital and succeeds or fails based on the teams driving the business. "Your premium is in the team, not the community," he said. The Carlyle Group first entered the senior housing space in the early 2000s. Ten years later, the company had a major pivot, becoming the first large capital provider to focus on active adult, Managing Director Ashley Fitzgerald said. The common thread for success is having leadership with a strong sales background, she said. "A unique aspect of staffing for the active adult platform is that every staff member has to be able to sell," Fitzgerald said. Blaze Capital Partners said it identified an "undeniable" correlation between resident and staff retention over the past decade. Co-founder and Managing Partner Eddy O'Brien said that staff retention lies at the heart of creating a sense of community and fostering interpersonal relationships. Attaining that high staff retention rate means creating team buy-in. Upon opening a new community, O'Brien said, Blaze lays out the vision for the next five to seven years for its teams, establishes solutions to improve the lives of residents, and brings capital to improve activities and services. Taking the time to get the right team on-site early always pays dividends, O'Brien said. BVO Capital Managing Partner Jim Lindsey added that part of creating a strong active adult community lies in designating a staff member to focus on "breathing life into programming." Differentiating from independent living and multifamily. O'Brien said that Blaze jumped into the active adult segment intending to disrupt independent living. The company initially followed a franchise-esque model, pushing down and "force feeding" the same programming from the top down at every community. What the company discovered, however, was that programming implementation worked better when it was organic. Today, Blaze views the job of its owners/operators/managers as assisting in implementing and creating venues for activities. Once a community stabilizes and starts performing well, O'Brien said, residents take over and are proud to steer activities. He added that active adult doesn't necessarily compete with independent living or multifamily if it's done right - active adult is its own sector. Levine said Greystar differentiates itself from conventional independent living by outsourcing some activities and offering regionalized, healthy food options from local chefs. A middle-market active adult product has been the most recent innovation of "active adult 2.0," Lindsey said. The 165-unit community defined as BVO's "sweet spot," Lindsey said, allows the company to still create a boutique community feel that distinguishes itself from more expansive multifamily apartments while still providing amenity space that is more conveniently located than such space at typical multifamily apartments. Fitzgerald said that The Carlyle Group is focusing on a middle-market product as well, with amenity spaces that are larger than multifamily spaces, to maintain a lifestyle programming focus. Although initial active adult communities overdeveloped amenity spaces, she said, the evolution of the model focuses on how to make spaces more flexible to cater to multiple activities. Offering a cottage home product also is being used as a differentiator in some markets. O'Brien said that cottages selectively introduced in a handful of Blaze's markets are performing "incredibly well," leasing up faster, attracting a slightly younger resident and having waitlists. He said he sees cottages as being a big piece of the active adult industry moving forward. Cottages, O'Brien said, can help eliminate the stigma of renting versus owning for some prospective residents, helping them to overcome the psychological aspect of moving into an "institutional apartment" such as in a multifamily setting. Introducing à la carte options, such as meals, is another way to maintain the active adult lifestyle and choice-based product. Some residents may pay for home health or home care services, but X doesn't offer them, which keeps the average age of residents lower. Challenges vs. opportunities. Levine said education is still necessary so that active adult communities find the appropriate older adults and the appropriate older adults find active adult communities. Greystar, he added, also has found success educating financial planners on the benefits of active adult community living versus living at home in the greater community - socialization and mental wellness, for instance. Lindsey said that BVO Capital took a page from the senior housing playbook by conducting outreach and inviting groups into its buildings to host meetings and understand how the spaces work. He said when prospective residents run the numbers, they see that active adult is a more cost effective way of living than maintaining a home. Panelists recommended following the senior housing playbook rather than the multifamily playbook, noting, however, that active adult communities are subject to the Fair Housing Act as are multifamily apartments. When the active adult product first launched, panelists said, various investors entered the space, thinking it was just another version of independent living or multifamily housing. O'Brien said there are short-term acquisition opportunities for experienced operators in the space to come in and capitalize on the mistakes other companies made jumping into the space with faulty assumptions.