Hometap Leadership & Management

What’s a quotable hallmark of good management on your team — and how is it reinforced? 

“Average players want to be left alone. Good players want to be coached. Great players want to be told the truth.” 

That Nick Saban quote is one I often return to, as transparent, regular feedback is a core part of how we manage at Hometap. We reinforce it through regular one-on-ones, our performance management platform Lattice and biannual reviews. However, the delivery matters just as much as the content. Our managers undergo ongoing development to understand how each person on their team is different and how to tailor their approach accordingly. That’s what can turn feedback from a checkbox into something people actually find useful.

“Our managers undergo ongoing development to understand how each person on their team is different and how to tailor their approach accordingly. That’s what can turn feedback from a checkbox into something people actually find useful.”

Which forum or ritual keeps priorities and expectations clear?

Our operating model is the ritual, and it only works because every meeting has a clear role. Information-sharing meetings are different from decision meetings, which are different from accountability check-ins.

The most important forum is our in-person quarterly business review, where we share progress against our objectives and hold working sessions to work through current problems and set ourselves up for the next quarter. That’s where we make sure we’re still working on the right things.

Beyond that, our monthly all-hands keeps the broader team connected to the bigger picture. Leadership shares business performance, strategic priorities and what’s ahead with full transparency. It keeps everyone grounded in where we’re going and why.

What part of the strategy excites people — and what metric shows progress?

What gets people excited is being able to picture where we’re headed. When you communicate strategy well, you’re telling a story about the future of the business, the value we’re creating for homeowners, and what we will have accomplished when the work is done. That clarity is what turns strategy into momentum.

For me personally, the most exciting part is working through the options together. A strategy is really just a set of decisions, and the process of figuring out the right path as a team brings a lot of energy.

In terms of metrics, we tailor our KPIs to the specific strategy. The best ones make progress feel tangible and give the team something they can point to and say, “That’s moving because of the work we’re doing.”