“It’s About Bringing People on the Journey” Jason Long on Rolling Out VendorPM

Featuring Jason Long, National Procurement Manager at Triovest

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When the leadership team decided to implement VendorPM across its national portfolio, Jason Long approached the rollout with a clear focus: people first, then the process. Under the leadership of Jason and Team, Triovest currently boasts some of the highest success metrics across the industry in terms of usage and adoption of VendorPM. This has led to what many organizations are trying so hard to achieve - “best in class procurement” as well as significant cost savings, reduction in vendor spend and precious time given back to site-level staff. 

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In this interview, Jason shares his lessons learned and advice for property management leaders who are looking to achieve similar levels of success among their teams.

Q: How did you structure the rollout of VendorPM within your organization?

Jason Long:

“We treated the rollout as a transition period rather than a hard switch. The first step was bringing our team on the journey—helping them understand the why behind the change.

We hosted internal Q&A sessions before launch so staff could ask questions, see the platform in action, and get comfortable. Giving people time to look under the hood before day one made a big difference.”

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Q: What strategy did you use to overcome resistance within the organization?

Jason Long:

“One thing we made crystal clear was that VendorPM wasn’t extra work. It was replacing existing workflows.

That message resonated because people don’t want another layer—they want fewer. We showed them how VendorPM would streamline processes, reduce admin burdens, speed up turnaround times, and even improve vendor relationships. Once people saw it was making their lives easier, adoption followed naturally.”

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Q: How did you enforce adoption?

Jason Long:

“We didn’t take a punitive approach. If someone went off-platform, we saw it as a learning opportunity. We’d explain the value and then have them redo the work in VendorPM. That way, they experienced firsthand why the platform mattered.

It wasn’t about cracking down. It was about reinforcing habits until the new way became the default.”

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Q: What measures did you have in place to identify when PMs were not following SOPs? 

Jason Long:

In our case, all RFP and RFQ contracts are required to be drafted and executed by the procurement department. We made VendorPM a requirement as part of the internal submission to our procurement department, and the team must provide proof of the VendorPM steps taken to obtain quotes. Additionally, RFP exceeding a certain dollar threshold must be issued as a sealed bid and reviewed and approved through VendorPM

For those under the threshold, I actively monitor submissions in VendorPM, along with questions and requests coming through our procurement inbox, to make sure nothing is missed.

At the end of the day, 95%+ of our employees follow the process correctly, and I’ve only had to address a few instances where the procedure wasn’t followed. I’ve also trained all PMs and Operations Managers to ensure they enforce these requirements with their teams, so this step is not missed.

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Q: How did you know VendorPM had been successfully adopted?

Jason Long:

“The feedback spoke for itself. We started hearing positive comments from both our staff and our vendors. Another clear signal was the rise of internal product champions—team members who became subject matter experts and mentors for colleagues who were slower to adapt. Once you’ve got champions carrying the torch, you know you’ve turned the corner.”

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Q: What’s the most important lesson you learned from this implementation?

Jason Long:

“The biggest takeaway for me was that adoption can’t just be top-down. It has to feel like a team-wide win. We weren’t just implementing VendorPM to streamline procurement or serve clients better—we were creating a more structured, more collaborative process for everyone. When people see how it makes their lives easier, that’s when the rollout truly succeeds.”

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Key Lessons for Property Management Leaders

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- Bring your team on the journey—explain the “why” and involve them early.

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- Position VendorPM as a replacement, not an addition—make it clear it reduces work.

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- Enforce through learning, not punishment—help people experience the value.

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- Empower champions—internal advocates will sustain adoption.

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- Frame it as a team-wide benefit—not just a mandate from leadership.

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The Result: Under Jason and the Leadership Team’s guidance, Triovest turned VendorPM into more than just a procurement tool—it became the foundation for a faster, smarter, and more collaborative way of working.