In the competitive and ever-evolving world of real estate, success isn’t just measured in square footage or asset value. For Woodmont Properties, one of New Jersey’s most enduring and respected firms, true legacy is built on a foundation of mentorship and professional development. For over six decades, this privately held, family-owned company has been shaping skylines and communities. Now, with a robust pipeline of over $3 billion in commercial and multifamily projects, Woodmont is securing its future by intentionally cultivating the next generation of industry leaders, beginning with its evolving summer internship program.
Unlike a traditional internship that might relegate students to clerical tasks, Woodmont’s program is a purposeful immersion into the diverse and complex world of real estate. It’s a testament to the company’s belief that a well-rounded foundation is essential for a lasting career. Interns are not just given a project; they are given a career path. They have the option to specialize in a specific area like finance, marketing, or operations, or to embark on a rotational track that exposes them to multiple facets of the business. This hands-on, multi-disciplinary approach reflects the company’s core purpose of creating great places for people to live, work, shop, and play—a mission that starts with building the careers of its own people.
The secret to Woodmont’s successful talent pipeline lies in its vertically integrated business model. This means the company handles every single stage of a real estate project in-house, from the initial acquisition of raw land and engineering to construction, property management, leasing and sales. This unique structure provides a built-in career ladder, offering a fluid and dynamic environment where employees can move between different departments and disciplines.
Woodmont’s commitment to real-world experience is a central pillar of its development philosophy. The summer program extends far beyond the office, incorporating site visits, one-on-one mentorship, and pipeline meetings that offer a transparent look into the business. This direct exposure to the nuts and bolts of the industry helps interns connect classroom knowledge with real-life application, bridging the gap between theory and practice.
This summer, the company welcomed interns from prestigious universities across the country and even from abroad, each bringing a unique perspective. Dale ‘DJ’ Frank, a junior from the University of Michigan, found the experience invaluable for developing both hard and soft skills. “From a hard skills perspective, learning the fundamentals of multifamily modeling has been incredibly valuable,” he said. “On the soft skills side, I’ve really improved in asking thoughtful questions and listening intently.”
Marley Weidhorn, a sophomore from the University of St. Andrews in Scotland, UK, highlighted the importance of reputation management—a lesson learned by directly evaluating a firm’s performance and public perception. For Jesse Faro, a senior from Drew University in New Jersey, the internship provided a crucial opportunity to apply his communications and marketing skills in a corporate setting. The on-the-job training allowed him to strengthen his ability to adapt to different environments and collaborate with a team, skills that will be foundational for his future career.
***
Woodmont’s success in cultivating talent is deeply rooted in its company culture, which has earned it the “Great Place to Work” certification. This recognition is a reflection of a workplace where employees feel welcome, proud, and confident in their management’s competence. A key component of this supportive environment is the emphasis on mentorship. The company’s leadership team, many of whom have risen through the ranks themselves, are actively involved in fostering a learning-driven culture. This is exemplified by events like the annual Leadership Summit, where corporate and site managers gather to share insights and hone their leadership skills.
This commitment to internal development is a core strategy. Cynthia Gonzalez, Woodmont’s chief people officer, affirms that the company’s mission of building lasting communities starts with building the careers of its people. “Our internship program reflects that conviction by creating an environment where team members can explore different facets of the industry, learn from real estate veterans, and experience how collaboration drives progress,” she said.
The results of this investment are tangible. The company has a notable employee tenure, with many professionals staying for over a decade, which builds a rich pool of institutional knowledge. The practice of promoting from within is also a clear strategy, with the company recently elevating six employees to new positions to support its growing development pipeline.
For a multi-generational business like Woodmont, investing in young talent is not just a recruitment tactic; it’s an act of succession planning. It’s about ensuring that the company’s legacy endures by passing the torch to a new generation of leaders. Daniel Miller, Woodmont’s chief operating officer and chief financial officer, captures this sentiment perfectly. “For us, investing in young talent is both a responsibility and a privilege,” he said. “It’s our opportunity to pass the torch to ensure that Woodmont’s legacy endures, while strengthening New Jersey real estate and the industry as a whole.”
By creating a structured and immersive program that prioritizes hands-on experience and mentorship, Woodmont is not only building a successful company but also serving as a model for the entire real estate industry. Its approach demonstrates that by investing in the growth and well-being of its employees, a firm can foster a culture of excellence, drive innovation, and build a lasting legacy that extends far beyond the properties it develops.
