An active capital raise across multiple deals, managed by a small team with five separate tools and no shared record. Prospect pipeline in a spreadsheet, campaigns in Mailchimp, inbound in an inbox, deal materials over email. We replaced the fragmentation with six purpose-built tools — delivered in six sprint weeks, with no configuration work required from the team.
The investor relations function at a growing multifamily firm managing multiple active capital raises faces a structural tooling gap. Critical operations — prospect pipeline management, outbound campaign tracking, inbound query intake, deal material production, and weekly reporting — are each handled by a different tool, or by no tool at all.
The prospect pipeline lives in an analyst-maintained spreadsheet. A year of institutional knowledge about LP relationships resides in a single file. When that person is unavailable, the record becomes immediately unreliable. Outbound campaigns run through Mailchimp with replies accumulating in the principal's inbox. Inbound queries arrive through multiple channels — website, LinkedIn, broker referrals — without a consistent intake process. Deal materials are coordinated via email and Dropbox, with revision cycles averaging two to three weeks. None of these components share a common record.
"The gap between these platforms is where the raise happens. The 12 to 18 months between first contact and committed capital live entirely in this space."
jig — Sector Analysis
Generic CRM platforms were evaluated but consistently fell short. Designed for high-volume sales pipelines with short cycles, they require months of configuration for a 12-to-18-month LP cultivation use case. The result is partial adoption followed by reversion to the spreadsheet. No off-the-shelf tool was built for this workflow.
The investor relations problem at this firm was not one failure. It was four compounding gaps — each preventing the team from operating with a complete, reliable view of the capital raise.
jig delivered six purpose-built internal tools over six consecutive sprint weeks. Each addressed one specific failure point in the operation. Each was scoped, built, and in production within five to seven working days of being agreed — with no configuration work required from the IR team.
Each failure point was addressed directly. The result was a team that no longer ran the capital raise from memory — and a principal who could see the full pipeline status at any moment without requesting a status update.
Full pipeline visible without requesting updates. The principal gained a live view of every LP relationship — stage, last contact, next action — without depending on a status call or a manual spreadsheet export.
Every inbound inquiry logged and visible. Regardless of channel — website, LinkedIn, broker referral — all inbound contacts arrive categorised and in the central record from the moment they land.
Outreach cadence managed by the platform. Follow-ups and touchpoints are no longer dependent on individual memory. The platform tracks overdue actions across 40–80 active LP relationships.
Deal material production cut from three weeks to three days. Brief, queue, review, and version history in a single console eliminated the coordination overhead that had been the primary bottleneck.
Weekly portfolio review fully automated. The principal's weekly summary is no longer assembled by hand from multiple sources — it is produced automatically and delivered formatted.
This scenario reflects an operational pattern that appears across sectors whenever a team outgrows the tools supporting its workflow. The tools in this example are specific to multifamily real estate. The approach is not.