responsibilities from individual property managers and subjects larger jobs to blind bidding and structured review. “It is simply a best practice,” Feldman says.“It ensures fairness, consistency, and value for our clients.” Vendor management is another area where Choice NY sets high standards. Approved vendors must adhere to formal ethical commitments, reinforcing professionalism and accountability across the supply chain. “People can scoff at things like ethics pledges,” Feldman acknowledges. “But a lot of the cheesiest things in life are true.” Rather than chasing perfection, the company focuses on consistency. “Perfection tends to be the enemy of profit,” he says. “What matters is showing up every day and pushing the ball a little higher up the hill.” By simplifying workflows and improving responsiveness, technology helps reduce pressure on staff while simultaneously raising service quality. Feldman points to a direct link between employee satisfaction and productivity, noting that happier teams ultimately deliver better client outcomes. “If the resident customers are happier, the clients are happier,” he says. “And when clients are happier, retention improves across the board.” This dual-focus approach ensures that innovation remains practical and aligned with real operational needs rather than driven by novelty. BEST PRACTICES BUILT ON ACCOUNTABILITY Operational discipline is another defining characteristic of Choice NY’s success. Feldman describes a culture of continuous improvement rooted in accountability and transparency. One example is the company’s centralized purchasing department, which removes specific procurement 177 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 01 CHOICE NEW YORK COMPANIES
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