In 2004, Yardi opened its doors in Glen Head, Oyster Bay, 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 New York culture. The market proved to be rich with opportunity but difficult to conquer. The Yardi team strived to form relationships in a market where loyalties are strong and tough to penetrate. “New York clients are the most demanding but they’re also extremely loyal. Once you get through the difficulties, the relationships are very, very strong,” Malpica says. John Caputo agrees. The Senior Server Administrator at Yardi has worked in New York since 1996. In his experience, brand loyalties have always been a challenge for growing companies in the metropolitan area. “[New York companies] have strong connections to our clients. It’s true of Yardi and other companies around here because it is such a competitive workplace. They really have a fierce...