Today we’d like to introduce you to Alexis Anderson.
Hi Alexis, so excited to have you on the platform. So before we get into questions about your work-life, maybe you can bring our readers up to speed on your story and how you got to where you are today?
I started my career in property management at a young age, stepping into responsibility early and learning quickly that real estate is less about buildings and more about leadership, systems, and accountability. I worked my way up fast, often finding myself as the youngest person in the room and having to earn credibility through results, consistency, and execution.
As my roles expanded, I gained exposure not just to property operations, but to the gaps across the entire real-estate ecosystem — fragmented vendors, misaligned incentives, weak systems, and a lack of long-term thinking. Instead of accepting those limitations, I began building solutions.
That led to the creation of Anderson Asset Property Group, which became the foundation for everything that followed. From there, I intentionally built additional companies to support the operational realities I was living every day — cleaning and turn services, waste-management solutions, short-term rental consulting, media and branding support, and eventually CooperativeShares.com, a national marketplace designed specifically for cooperative housing.
Today, all of those companies operate under Anderson Legacy Group, the holding company that unites my work. Rather than building isolated businesses, I’ve focused on creating an aligned ecosystem — brands that work together, scale responsibly, and create durable value.
My path hasn’t been linear or easy, but it’s been intentional. Every step has been shaped by real-world experience, a commitment to disciplined growth, and a long-term view of impact. I’m proud of what’s been built — and even more focused on where it’s going.
We all face challenges, but looking back would you describe it as a relatively smooth road?
No — it hasn’t been a smooth road at all, and I think that’s an important part of the story.
One of the biggest challenges was growing up fast in rooms where I wasn’t expected to lead. I was young, female, and often underestimated. Early on, I learned that credibility isn’t given — it’s earned through consistency, results, and the willingness to make hard decisions. There were moments where I had to out-perform just to be taken seriously, and that pressure forced me to develop a thick skin and an unshakable work ethic.
Another major struggle was scale. Building companies while actively operating them means you feel every growing pain in real time — hiring too fast, hiring too slow, systems breaking, processes needing to be rebuilt, and learning when to let go of control. I had to unlearn the idea that doing everything myself was strength. True leadership required trusting others, building infrastructure, and allowing space for people to rise — even when it felt uncomfortable.
There were also personal sacrifices. Long hours, missed moments, and the mental weight of being responsible not just for my own success, but for employees, partners, clients, and communities. When you lead at scale, the decisions don’t turn off at 5 p.m., and learning how to balance ambition with sustainability has been an ongoing lesson.
Perhaps the hardest part was learning discernment — understanding that not every opportunity is aligned, not every partnership is meant to last, and not every win is worth the cost. Walking away from things that looked good on paper but didn’t align with my values was difficult, but necessary.
Every challenge forced growth. Every setback refined my leadership. Nothing was wasted.
The road hasn’t been smooth — but it’s been intentional. And those challenges are exactly what shaped the clarity, discipline, and resilience that now define how I build and lead.
Appreciate you sharing that. What should we know about Anderson Legacy Group LLC?
Anderson Legacy Group is the holding company and strategic umbrella for everything I build. It exists for one reason: to create businesses that work together, not in silos.
Under Anderson Legacy Group, I lead a portfolio of companies designed to solve real operational problems across real estate, operations, media, and services. The flagship is Anderson Asset Property Group, a multi-state property management firm specializing in cooperative housing, multifamily, and complex assets that require strong governance, compliance expertise, and disciplined operations.
Surrounding that core are specialized companies built from firsthand experience in the field:
• ABC CleanWorks, providing cleaning, turn, and maintenance support
• Prosperity Waste Solutions, delivering valet trash and waste-management services
• AA Host Services, offering short-term rental management and consulting
• A&H Media Co., supporting branding, digital strategy, and content for growing companies
• CooperativeShares.com, the first national marketplace dedicated exclusively to cooperative housing shares and aligned vendor services
Each company was created because I encountered a gap while operating at scale. Instead of outsourcing solutions that didn’t quite fit, I built infrastructure that could serve our clients — and the broader market — better.
What sets Anderson Legacy Group apart is that we are operator-led. These aren’t conceptual brands or trend-driven ventures. Every offering is rooted in execution, compliance, systems, and people. We specialize in complexity, long-term stewardship, and building environments where clarity replaces chaos.
Brand-wise, what I’m most proud of is alignment. Our companies are designed to complement one another while maintaining their own standards and accountability. Clients trust us because we don’t overpromise, we don’t cut corners, and we build for durability — not optics.
I want readers to know that Anderson Legacy Group isn’t about doing everything — it’s about doing the right things, the right way, and building a legacy of businesses that create lasting value for the people and communities they serve.
In terms of your work and the industry, what are some of the changes you are expecting to see over the next five to ten years?
Over the next 5–10 years, the real estate and property operations industry is going to look very different than it does today — and I’m excited about where it’s headed.
First, technology will become truly operational, not just aspirational. Smart systems — from predictive maintenance to AI-powered tenant engagement — won’t be optional add-ons anymore. They’ll be table stakes. The firms that thrive will integrate data, automation, and machine learning into everyday operations so that decisions are faster, more precise, and more human-centered.
Second, residents and cooperative owners will demand more transparency and accountability. Tenants and homeowners are no longer just looking for a place to live — they want service, responsiveness, and a sense that their community is genuinely cared for. That means property leaders will need to prioritize communication platforms, community experience, and governance support in ways that are measurable and consistent.
Third, workforce expectations are changing. Employees in our industry want purpose, clarity, and growth. The companies that win talent will be the ones that invest in training, create paths for advancement, and build cultures that mirror the professionalism of their operations. People will be the competitive advantage — not just technology.
Fourth, cooperative housing — long underserved and misunderstood — will increasingly be recognized for its value. As affordability continues to be a challenge nationwide, more communities and advisors will look to co-ops as sustainable alternatives. Platforms like CooperativeShares.com are already helping drive visibility and access, and that trend will only accelerate.
Finally, integrated service ecosystems will outperform fragmented models. Clients and communities prefer fewer points of friction. Companies that can deliver vertically aligned services — from management to maintenance to marketing to resident support — will create both operational excellence and long-term value.
In short: the future belongs to operators who combine technology, transparency, talent, and integrated solutions. I see a more efficient, more people-focused, and more data-driven industry emerging — one that rewards strategic thinking and long-view leadership. And that’s precisely why we’ve built Anderson Legacy Group the way we have: to lead in that future, not chase it.
Contact Info:
- Website: https://andersonlegacygrp.com
- Instagram: https://www.instagram.com/the.alexisanderson
- Facebook: https://www.facebook.com/alexis.anderson.713089/
- LinkedIn: https://www.linkedin.com/in/alexis-anderson-333417129
- Other: https://www.tiktok.com/@the.alexisanderson
