Case Study 02 · Commercial Real Estate · Regional Shopping Center
Riverstone Commons Mall Executive Dashboard
A ~468,000 SF regional shopping center reported out of raw Yardi exports — income statement, cash flow, AR/AP aging and rent roll all lived in separate files. I consolidated five Yardi sources into one executive workbook: accrual P&L next to bank-basis cash flow, tenant receivable aging, occupancy trend and a 2026 budget, all formula-driven with a monthly 15-minute update routine.
Revenue · 2026 YTD
$4,427,358
6 months, accrual (Yardi IS)
NOI · 2026 YTD
$3,328,461
75.2% margin
Occupancy (SF)
84.1%
of 468,250 SF GLA
Net Cash Flow · YTD
$-156,058
bank basis — vs positive accrual NI
Tenant AR
$1,659,891
$1,300,657 of it over 90 days
The leak this dashboard surfaced: the P&L shows a profitable center — but the property is cash-flow negative, and the gap lives in receivables. $1,300,657 (78% of tenant AR) is aged past 90 days, and the AR trend line has climbed every period since 2022. Putting accrual P&L and bank-basis cash side by side made a "collections problem" undeniable in one screen.
Revenue · Expenses · NOI by Year
FY 2022–2025 plus 6 months of 2026 (accrual, Yardi income statement)
Tenant AR vs Vendor AP Trend
Period-end balances — both climbing
AR Aging · June 2026
Where the receivable balance actually sits
2026 Monthly P&L
Revenue vs operating expenses vs NOI — expense noise smoothed by the annual view above