From Leasing Agent to Industry Architect
Jacklyn Arnest doesn’t start her career with a blueprint for disruption—but that’s exactly what she ends up doing. She begins in leasing, climbs her way through vendor-side roles and operating companies, and eventually takes the lead at Article Student Living. Her story stands out not just for the ladder she climbs, but for the bold way she redefines each rung.At Article, Jacklyn leads a brand launch from scratch—with just 60 to 90 days to go from naming convention to full-scale rollout. "When you're talking brand," she says, "it's not just a logo or a color palette. It's how people feel when they lease with you, work with you, and invest with you."The pressure builds, the timeline tightens, and the stakes soar. But for Jacklyn, this isn’t just another marketing task. It’s a mission to build trust, identity, and operational alignment from the ground up. Her work helps Article rank among the top 10 student housing operators in the U.S.Everyone Thinks Brand Is Fluff—Until It’s Not
In an industry obsessed with cost control and NOI, branding often gets shoved to the sidelines. Many decision-makers treat it like a luxury. Jacklyn sees that view as shortsighted."Your brand runs through your expectations and how you process and operate. It shapes your performance," she explains. To her, the brand amplifies everything—how you attract renters, train employees, and win over investors.This mindset doesn’t always land well. Jacklyn regularly "sells" branding internally before launching it externally. She faces budget concerns, timing delays, and skepticism over ROI. But she knows the brand isn’t about quick wins. It’s about deep roots.She puts it bluntly: "If you’re not investing in your brand, that becomes your brand. If you don’t control your story, someone else will."Getting to Hell Yes! with Internal Selling
Jacklyn avoids top-down mandates. Instead, she masters internal selling—a core of the "Getting to Hell Yes!" approach. She doesn’t demand agreement; she invites collaboration."You're driving the process, not the outcome. Bring people along for the journey of creation," she says.She hosts open conversations, embraces objections, and creates training programs that help teams feel ownership. Regional teams get autonomy without losing brand alignment. Whether changing signage or revamping digital ads, every step reflects the brand promise."People support what they help create," Jacklyn notes. "If your teams feel like they built the brand, they'll champion it."What happens next? Brand adoption soars. Site teams become brand advocates. Social media, once a minor lead source, climbs to second place in generating leases. Marketing and operations align, and results follow.Brand as Operational Backbone
By the time Jacklyn exits Article, the company manages over 40 properties and more than 20,000 beds. But consistency means more than size. The brand doesn’t just sit on a style guide—it guides the business."It’s easier to sustain a strong brand than rebuild a broken one," Jacklyn says.The brand shows up in training, onboarding, crisis response, and more. New hires understand the mission on day one. Maintenance techs deliver service that builds trust. Leaders speak with one voice."The brand becomes a safety net," she adds. "It keeps everyone aligned even when leadership isn’t in the room."She urges companies to reassess brand every two to three years and values annually. Because brands grow. And companies must grow with them.Data-Driven, Not Just Design-Driven
Jacklyn roots branding in data, not design alone. She tracks key indicators:- Reputation Scores – What do residents and employees say?
- Attrition Rates – Are team members staying?
- Growth Metrics – Is revenue and expansion on target?
The Underestimated Game-Changer
Training pops up again and again. Jacklyn believes inconsistent training causes most operational issues. Promotions often go to internal hires who never receive structured upskilling."Strong training solves most of today’s challenges," she insists.From onboarding to brand alignment to crisis handling, training turns ideas into results. A clear brand removes guesswork. Teams know how to speak, act, and support the resident experience."If you want brand consistency, start with training. It’s not optional—it’s strategic," she explains.Getting to Hell Yes! in Real LifeHere’s how Jacklyn makes "Getting to Hell Yes!" actionable:- Lead With Empathy, Sell With Strategy Internal pitching matters. Don’t bulldoze objections. Listen, align, and present a plan that connects brands to operations.
- Measure What Matters Brand isn’t fluff. Track metrics like reputation, churn, and revenue. Data earns trust and budgets.
- Bring People In Early Involve teams early. Co-creation fuels conviction. Ownership drives adoption.
The Bottom Line
Jacklyn Arnest doesn’t sell logos. She sells belief. And in an industry desperate to stand out, belief becomes a strategic weapon. Her approach makes the brand a business driver, not a cost center.Next time someone says, “We can’t afford brand right now,” ask them:"Can you afford not to?"Because in Jacklyn’s world, the only answer worth hearing is a confident—Hell Yes.Our mission is to simplify the homeowners & home builders customer experience. Let Iris do the work.
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