Sequoia Equities reviews

Upper management above the RPM level has worked hard in lowering the bar that they once held above all competitors. Here at Sequoia our investors brag at our holiday luncheon about having a billion dollars in financial activity, yet Sequoia continues to take away from their employees. 5 hour sundays with 3 hours paid was a pivotal moment in property management, Earning Sequoia many employment referrals and praise through word of mouth. Rest and Recharge days have changed, employees company wide are working their hardest and due to Sequoia’s outrageous pricing that can not be justified, units are becoming harder to sell and an already expensive market. Someone in corporate who I will not name but everyone knows him, makes lowering prices more challenging than running a marathon. Site team employees should be able to determine how the corporate office should qualify for rest and recharge days. Sequoia has also decided that employee rental rates should be reviewed (nice way of saying increased) after several years of not doing do. Site team employees are not living in Walnut Creek making 6 figure salaries. That extra $600+ a year can go a long way for lower level employees considering the cost of living in California has been unaffordable for quite some time. Rent stability is another reason Sequoia’s employees has allowed Sequoia to flourish. I fear next Sequoia will justify taking away or lowering quarterly bonuses or make them harder to earn. Hopefully, drastic medical, vision and dental benefit changes aren’t headed our way. Property walks with the executive team are surface level. We fix issues stated in previous years and more problems arise. The office and service team will collaborate and pick up garbage, stripe parking lots and pressure wash every walk way. Ive had long-term residents compliment us saying that our property looks better than it ever has and they are impressed how much it continues to improve… Just to have corporate visit and be discouraging. Dad jokes are a positive, but things seem to be getting CARRIEd away. It will be rough when it comes time for employee surveys.

First, regional managers don’t check in with communities as often as many onsite teams need. More consistent communication and genuine support would help teams feel connected and better equipped to handle ongoing changes. The shift to “earned” Friday Rest and Recharge closures has also been difficult. While performance-based criteria make sense, the standards don’t feel consistent across the company. Onsite teams are closely evaluated, while expectations for home office teams aren’t as clear. This imbalance can be discouraging, especially when the bulk of the workload still falls on onsite staff. There’s also a disconnect around reviews. Communities are expected to gather reviews from prospects and residents, yet home office teams collect internal reviews from their own departments. The uneven expectations reinforce the sense that onsite and home office teams are held to different standards. Company-wide meetings sometimes highlight promotions or achievements of higher-level staff, which can feel tone-deaf for onsite teams navigating heavier responsibilities and ongoing adjustments. While celebrating success is important, the timing and delivery can come across as out of touch with what many are struggling through day to day. Another ongoing challenge is how concerns are received by home office. When issues are brought up—whether about scheduling, reviews, or operational changes—responses can feel brushed off or met with a “just stay positive” approach. Many employees would appreciate being genuinely heard and given realistic, transparent responses rather than quick reassurances that don’t address the underlying issues. As responsibilities increase—such as move-in inspections, post-work inspections, and move-out inspections tied to process changes—benefits continue to shrink. This combination can feel very deflating. Overall, this company has a strong foundation and genuinely wants to grow, but improving communication, listening more actively to onsite concerns, and creating consistent expectations across all departments would make a significant positive impact.