On the Job: Julie Smith, Chief Administrative Officer, Bozzuto

Career paths aren’t always linear. You can pivot, evolve, and grow in unexpected ways. Sometimes, those moments of transformation happen across multiple companies. Other times, they happen by going all in with just one.

Today, we’re featuring Julie Smith, Chief Administrative Officer of Bozzuto Management Company, who invested in her career at Bozzuto, a company nationally recognized for creating extraordinary living experiences for its residents.

Read Julie’s interview below, and subscribe to The Brick to stay up to date on our future profiles on housing leaders’ career trajectories and advice for the next generation.

Getting in on the Ground Floor

How would you describe the path you took to get where you are today? What lateral moves, skill-building moments, or strategic pivots shaped your journey, and why?

I can’t say that I started my career with a grand master plan, but what I did have was curiosity and an openness to opportunity. When I entered the business in the early 1980s at the property level, I quickly realized how much I genuinely enjoyed the work. Although I knew very little about the industry at the time, much of what I learned in those early years came naturally. I began to see that my personal strengths aligned well with the demands of the business, and that realization was incredibly motivating.

From there, I embraced every opportunity to step up, innovate, and connect with people I could learn from: individuals who challenged me and helped me grow. And I wasn’t afraid of what I didn’t know. I made a conscious decision to become a utility player and a trusted, go-to leader—someone who could add value in many ways and adapt as the organization evolved.

I also made the decision early on to build my career primarily at one company, Bozzuto. I believed in where the company was headed and trusted its leadership. As Bozzuto continued to grow and evolve, so did I, and that long-term commitment has been one of the most rewarding parts of my career.

The Building Process

What was one of the most challenging professional setbacks you faced? One that may have felt bad in the moment but ultimately taught you a lasting lesson? What did you learn, and how did it change you?

I wouldn’t necessarily call this a professional setback, but it was certainly an unexpected and challenging moment. During my second pregnancy, I had to step away quite suddenly for nearly six months, which meant I wasn’t able to be present in my role as President of our management company at the time. Bozzuto was much smaller then, and I didn’t have a large team to lean on, so it was understandably a stressful period for everyone involved.

What that experience taught me, very clearly, is how quickly life can change and how important it is to be prepared for the unexpected. The work still has to move forward, and the “show” really does go on. I also learned just how willing people are to step up when they understand what’s needed and feel trusted to do so.

It reinforced for me the value of strong communication, thoughtful contingency planning, and talking through “if/then” scenarios with teams and partners. Having a solid Plan B isn’t about expecting things to go wrong, it’s about making sure the organization is resilient enough to handle whatever comes its way.

What was one of your biggest professional wins or breakout opportunities? What did it teach you, and how did it shape your trajectory?

Being named a division President and an Operating Partner at Bozzuto was a really meaningful moment in my career. More than the title itself, it represented the trust and confidence our founding partners placed in me, which I didn’t take lightly. Alongside helping lead the company’s growth, I also made a point of using my leadership role to stay engaged in the broader industry—taking on various leadership positions and even spending a couple of semesters as an adjunct professor at a local university.

What I realized then, and still strongly believe today, is that leadership comes with a responsibility beyond your own organization. I felt, and continue to feel, a real obligation to give back and contribute to the success of the multifamily industry as a whole. Being recently named Chair of the National Multifamily Housing Council has truly been the pinnacle of my career and a reflection of that commitment.

What You’re Building Today

What does your role look like today? Walk us through what you oversee, the impact you aim to have, and how your day-to-day responsibilities reflect the skills you’ve built over time.

In my role as Chief Administrative Officer at Bozzuto, I oversee the strategy and direction for our Marketing, Communications, Human Resources, and Technology teams. After spending 25 years helping build our management company, I’ve developed deep experience in brand building, talent development, and creating a strong, values-driven culture.

I work closely with teams as we expand into new markets, making sure the Bozzuto brand continues to evolve in ways that truly reflect the needs of our customers and communities. I also lead our corporate philanthropy efforts through RISE by Bozzuto, which empowers more than 4,500 employees to engage in meaningful community service across the regions where we operate. It’s been incredibly rewarding to see how that work strengthens both our communities and our internal culture.

As a member of Bozzuto’s Investment Committee, I also have the opportunity to contribute to the broader strategic direction of the company, which keeps me closely connected to where we’re headed and how we continue to grow.

Leadership Structures

How would you describe your leadership style today, and how has it evolved throughout your career?

I work hard to be an open and approachable leader. I genuinely enjoy being with people, listening to their stories, and finding connection through shared experiences. My hope is that anyone in our company or across the industry would feel comfortable reaching out, whether it’s for a conversation, a question, or just a cup of coffee.

I intentionally carve out time to mentor rising leaders, both inside and outside of Bozzuto. I try to offer perspective based on what I’ve learned along the way, but I almost always walk away from those conversations having learned something myself.

I’m probably my own toughest critic, and over time I’ve learned that leadership doesn’t mean having all the answers. It means knowing how to ask the right questions and where to go to find them. That mindset has kept me curious, grounded, and committed to being a lifelong learner while staying humble and kind along the way.

Blueprints for Future Operators

What advice would you give to rising operators in real estate who want to advance into senior roles?

Be clear about what you want and make sure the people who can influence your career are fully aware of your goals. Show up, stay informed, and bring a positive mindset—even when things get hard (especially when things get hard). Don’t shy away from the tough assignments; those moments are often where the most growth happens.

And above all, lead people. No matter your title or role, success is never a solo effort. The strongest leaders surround themselves with talented, engaged teams and create the space for those people to do their best work. When you invest in others, success will follow.

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