Turning six years of CINC into full operational adoption.

Without breaking manager trust, and in time for the deadline that matters.

The situation

The firm runs roughly 120 associations (about 23,000 doors) on CINC. The accounting core is strong and boards are happy with it. But the management side, ARC/ARB, work orders, violations, and parts of collections, was never fully built out, two rollouts have stalled, and manager trust has taken a hit. Builders and boards are starting to compare the board experience to a modern competitor. The platform can win that comparison; today's configuration cannot yet show it. This is an implementation and adoption gap, not a software problem.

The approach

Sliceo embeds as your fractional CIO and interim CINC liaison, backed by a small senior team. We start with a full CINC audit and short staff interviews, hold a leadership session on each module before we build it, and roll adoption out portfolio-by-portfolio, wins first, so managers trust the system before anything is asked of them. Our own AI and bots do the heavy lifting, keeping manager time low. CINC stays your single source of truth, and we sequence the CINC Connect and homeowner-data move around CINC's real timeline rather than rushing it.

The near-term win

Ahead of your hard deadline: a completed CINC audit, a clear recommendations outline, and a full timeline, with your in-system branding already refreshed. A visible signal to your team and boards that things are moving.

The investment

Why Sliceo

Operator-founded, and built only for this industry. Our founder scaled a management company to 385 associations on CINC, through seven acquisitions, before a full exit. We have configured these exact modules and earned adoption from teams just like yours. If CINC is the surgeon, Sliceo is the physical therapist.

The next step

Countersign the engagement and provision access (a dedicated mailbox and a CINC sandbox). Foundation work begins immediately, it does not wait on the homeowner-data question.

1. Executive summary

The firm has run its accounting core on CINC for over six years. The general ledger, AP, AR, and financial reporting are stable and well-adopted, and boards are satisfied with the financials. The gap is on the management side: ARC/ARB, work orders, and violations were never fully implemented, collections is inconsistent, action items are unused, and the board and homeowner experience has not moved to CINC Connect. Two attempts to roll these out stalled, which cost credibility with managers.

This is not a software problem. CINC is a strong platform, licensed and paid for. It is an implementation, configuration, and adoption problem, which is exactly the work Sliceo does. If CINC is the surgeon, Sliceo is the physical therapist: we handle the configuration, migration, branding, integration, and manager adoption that turn a licensed platform into a fully used one.

2. What we heard in discovery

• Strong foundation, unfinished build. Solid accounting core, but ARC/ARB, work orders, and (in places) collections were never fully implemented; global templates and notification routing were misconfigured.
• Adoption credibility is at risk. Two prior rollout attempts did not land; manager engagement dropped to one or two willing adopters. Rebuilding trust, not just configuring software, is the real objective.
• One source of truth. The firm wants everything centralized in CINC and authoritative at all times.
• Competitive pressure. Builders and boards are comparing the board and owner experience to a modern competitor; the platform can compete, but the current configuration cannot yet show it.
• A surrounding stack that is not connected. Microsoft 365, an AP exchange, outbound mail, banking (Positive Pay not functioning), a first-gen branded app, an IT/SharePoint move pending, a phone-system decision, and a call-center tool under evaluation.
• Manual where it should be automated. Inbound mail sorted by hand, onboarding by copy-paste, no after-hours emergency line, management-fee checks keyed monthly.

3. Current-state assessment

A directional read from discovery. The complete assessment, including CINC's confirmed migration timeline, is the first deliverable of the engagement.

4. Recommended approach - phased roadmap

We sequence deliberately. Foundation and configuration come first and can proceed immediately. Portal and homeowner-data work is sequenced around the platform's actual readiness. Adoption-heavy items that depend on manager behavior come last, once trust has been re-earned.

5. Scope highlights by workstream

• Configuration & templates. Rebuild and route global communication templates; configure ARC/ARB decision paths; standardize collections; set alerts and reminders from audit findings.
• Violations. Program violations with our OCR-driven violations bot working from governing documents; new-community setup is $0 when the bot runs correctly.
• Work orders & vendors. Stand up a workflow with board- and owner-facing visibility; complete vendor records; design an after-hours emergency intake.
• Board & homeowner experience. Plan and execute the portal migration on the platform's timeline; configure board and homeowner portals; align the branded app.
• Banking, AP & financial ops. Get Positive Pay functioning; evaluate the payables path; set up secure vendor and homeowner ACH; advise on management-fee auto-billing.
• Marketing, branding & comms. Build brandable email and communication templates, design the CINC custom areas, and hand-code HTML so the system looks like you.
• Integration, automation & AI. Call-log auto-programming, inbound-mail automation, a connective layer across your platforms, and a properly trained corporate AI assistant plus meeting note-taking.

7. Roles & responsibilities

Who owns what across the three parties. R = Responsible (does the work), A = Accountable (owns the outcome), C = Consulted, I = Informed.

8. Definition of done - Phase 1 acceptance

We measure against concrete, agreed criteria rather than a vague "it's working."