Andrew Marshall didn’t rise through student housing—he brought enterprise infrastructure discipline into it and pushed the category to mature.

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As CEO of Campus Technologies, Marshall has spent more than two decades building the systems that sit underneath high-performing student housing portfolios. He also serves as a longtime Chief Information Officer at one of the nation’s largest real estate companies operating extensive student housing assets, where technology decisions are tested directly against portfolio performance—not theory.

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His leadership and role are also reflected in industry org data, reinforcing his position at the intersection of real estate and infrastructure—not just IT.

 

​Before this role, Marshall built his foundation in banking, telecom, and large-scale event tech—high-stakes environments where failure isn’t tolerated. That experience drives a structured, scalable, accountability-first approach.

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At Campus Technologies, his focus is not “better WiFi.” It’s infrastructure that impacts leasing velocity, resident retention, and asset value. While most operators still treat connectivity as an amenity, Marshall treats it as a core operating layer—on par with utilities and building systems.

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​​Marshall’s position is simple: connectivity isn’t a feature—it’s the asset’s operating system, separating properties that keep up from those that fall behind. Connectivity underpins leasing velocity, resident experience, and day-to-day operations—quietly driving performance or quietly eroding it. When it’s treated like an amenity, issues surface as slow tours, complaints, and churn. When it’s engineered as infrastructure, it supports density, reliability, and scale. The gap isn’t cosmetic; it shows up in occupancy, retention, asset value, and the long-term competitiveness of the property.

As Vice President of Business Development at Campus Technologies, Collins operates at the front line between infrastructure and revenue—where decisions about connectivity directly impact occupancy, retention, and long-term asset value.

He is a regular voice in the student housing industry, contributing to operator-level conversations at events like InterFace Student Housing, where the focus is not trends—but what actually drives property performance at scale.

Collins consistently pushes a position most of the market still avoids: internet is not an amenity—it’s core infrastructure. In an environment where resident expectations are shaped by constant connectivity, weak networks don’t just frustrate tenants—they erode reviews, slow leasing, and compress rents.

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At Campus Technologies, his role is not to pitch services—it’s to align technology decisions with measurable outcomes. That includes structuring deployments that support leasing velocity, stabilizing underperforming assets, and reframing connectivity from a cost center into a revenue lever.

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Collins operates where most providers stop: in the translation layer between technical capability and financial impact. That’s what allows Campus Technologies to move beyond “working WiFi” into systems that actively improve how properties perform.

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​Rob's position is blunt: if your network isn’t engineered around how residents actually live—multi-device usage, streaming, gaming, remote work, constant mobility—your asset is already behind. It won’t show up immediately in a spec sheet, but it will surface in slower leasing, higher churn, and constant support friction. By the time operators react, they’re already compensating for a system that was never built to perform. At that point, the cost isn’t just technical—it’s operational drag, reputation damage, and lost revenue that compounds over time.

Katerina Sharm doesn’t approach marketing as promotion. She treats it as infrastructure.

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Working at the intersection of digital strategy and real estate performance, Sharm focuses on how positioning, messaging, and distribution directly impact leasing velocity, tenant quality, and asset perception. Her work supports Campus Technologies, where technology and marketing are not separate functions—they operate as a unified system.

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Her background spans SEO, inbound and outbound marketing, social media strategy, and design, but the distinction is execution under constraint. Rather than building abstract brand narratives, she develops systems that convert—applications, inquiries, and qualified tenants.

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Katerina has built a portfolio centered on digital visibility and conversion strategy, with an emphasis on making properties—and the companies behind them—discoverable not just to people, but to AI systems that increasingly shape search and decision-making.

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Her work sits in a layer most operators overlook: the translation between product, perception, and performance. Listings, websites, and campaigns are not treated as static assets—they are engineered entry points into a pipeline.

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Her position is direct: if your property isn’t structured to be found, understood, and trusted within seconds—by both humans and AI—you’re already losing demand. Discovery now happens through fragmented search, AI summaries, and rapid filtering, where weak signals get ignored and unclear messaging gets skipped. If your listings, content, and data aren’t tightly structured—clear pricing, validated claims, consistent branding, and machine-readable context—you don’t even enter the consideration set. By the time a prospect reaches out, most of the decision is already made.

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