In 2004, Yardi opened its doors in Glen Head, New York as part of the BJ Murray acquisition. The team of 16 employees set out to define a course for the fledgling office. “We faced the challenge of merging functionality, converting client platforms and creating a shared culture,” recalls Richard Malpica, Vice President and General Manager, Eastern US, Sales at Yardi. “I don’t know if there was an official strategy for [merging cultures]. I think we made it clear, from a Yardi perspective, that the company was committed to integrating the group and growing together,” says Malpica. “It was really a matter of understanding people’s skills and desires and plugging them into our framework. They can create a new trajectory for a long-term career with the company.” Over a span of several years, the New York office steadily found its way. Employees discovered new applications for their talents and practical ways of supporting one another along the journey. In addition to merging corporate cultures, Yardi found itself adapting to the collective New York culture. The market proved to be rich with opportunity but difficult to conquer. For the Santa Barbara-based company, the challenge of the New York market was three-fold: First, the company had to establish a local presence and reputation. “There is a New York thing, like anything from anywhere else is kind of irrelevant, right?” said the New York native. “New York clients like to know that you can jump on a train, get in a car, and be there in the afternoon or tomorrow morning. Why do you have to get anything from anywhere else? Why isn’t it here?” Once a local flavor is established, Yardi strived to form relationships in a market where loyalties are strong and tough to penetrate....