Kayne Doumani

I’ve been in nearly every role in affordable housing. In chronological order:

  • policy analyst for the City of Los Angeles

  • soft lender for the City/County of San Francisco

  • developer for Eden Housing

  • HUD contracted consultant and trainer with ICF Kaiser

  • not affordable housing, but I managed training for the CDFI formerly known as NCCLF, now Community Vision

  • deputy director for the City of Napa Housing Department / Housing Authority

  • director of asset management for Chinatown Community Development Center*

  • I even did a turn as Interim Director of Property Management. It was hell, but I learned a lot.

I didn’t know I was training to be an asset manager, but every bit of that experience has contributed to my success. Now I can contribute to your organization’s success.

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Kayne Doumani

* My previous experience lead me to believe that asset managers are people who sit in windowless offices surrounded by large, metal filing cabinets. Then I was on the Board of Directors of Chinatown Community Development Center when they realized they had an asset management problem. They decided to create an asset management committee and asked me to co-chair it. “Uck,” I thought. “How boring.” But I decided to take one for the team. As it turned out, I found asset management fascinating, challenging, and all encompassing. I loved it. As a further commitment to the asset management function, CCDC created the position of Director of Asset Management. But just because you build it doesn't mean they will come. After many months without a promising candidate, I took another one for the team. And I loved it.