Business

Meet Daniel Newman, CEO Of Dandy: The Tech Startup Spearheading The “Live” Movement In Social Networking

Published

5 years ago

March 30, 2021

Just three short years ago, Newman began his journey as a full-time CEO of his very own tech startup named Dandy. He created the company with his partner and co-founder, Leor Massachi, while the two were seniors in college. We’ve got the full scoop on how Newman went from a Real Estate Development student to a full-time entrepreneur, all before earning his undergraduate degree.

Newman was born and raised in Beverley Hills, CA. Although he’s mainly American, he takes pride in inheriting a Persian background from both his mother and father. Early on in his younger years, he became interested in the various aspects of business and how they were created. He also enjoyed learning about the Israeli economy and the country’s positive outlook on young people developing their own startup companies.

When Newman got to high school, he became heavily involved in extracurricular activities and always did well in class. Not only was he named Senior Class President, but he was also involved in several sports and school clubs. As if that weren’t enough on his plate at 17, he also had the opportunity to get a taste of what it was like to build a business when he founded his own tutoring company during his junior year. He saw an opportunity arise when the younger kids in grades K-8 were complaining about their tutors being too old and not up-to-date with the material. Brilliantly, Newman asked some of his friends if they wanted to earn some money tutoring the students, and the rest was history. The company took off instantaneously, and Newman kept it running until he graduated in 2015.

Once he reached college, the grind continued. Newman decided to pursue a degree in Real Estate Development at the University of Southern California. Although he was indeed partially interested in the real estate portion of the program, he was far more captivated by the school’s innovative take on technology and its multifaceted ability to influence new businesses. At that point, he began to understand the building blocks of a tech startup, and he fell in love. Along the way, he met several friends, mentors, and executives that taught him the dos and don’ts about the complicated world of Silicon Valley. But regardless of the dire risks he was advised of, he knew his ultimate goal would be to someday establish a startup company of his own.

In the meantime, Newman founded his second small business with his then-roommate and best friend, Leor Massachi. The two college students created a design agency that helped businesses market toward the Gen Z demographic via custom-made interactive Geofilters on Snapchat. At the time, the social networking app had just begun allowing users to publicly submit Geofilters for a fee, but it had not provided any tools or instructions on how to create them. Due to the high design skillset and intricate strategy required for the process, Newman and Massachi saw it as a business opportunity and proceeded to create a company named Geocasion. Although the business only lasted a few months, the experience proved essential for what followed for these two college students. In addition to founding Geocasion, Newman also founded USC’s TAMID Tank event during his sophomore year, which is the school’s equivalent to the popular television show, Shark Tank. The competition was created to provide students with a real-life experience of pitching their startup concepts to big-name investors and venture capitalists. Their first event filled an auditorium of 500, and since then, TAMID Tank has held the event annually. The organization also named Newman their Vice President of Operations.

But things changed in 2018 when Newman’s roommate suggested the idea of creating a dating app for millennials and gen Z’s unlike the existing ones on the market. After sitting and brainstorming for hours in their dorm, they came up with a concept that was far too tangible to pass up. They wanted to create a version of a dating app that would mimic two people meeting in person for the first time. Users would log onto the app once it went “live”, and they would have an allotted time to attempt to find their match and start a conversation. Once two users established they were interested, they’d be transferred into a three-minute video call where they could formally introduce themselves and decide whether or not to move forward with communication off the application. They called the app Dandy and instantly began searching for the perfect engineers to develop the product. 3 months later, the app launched its beta testing.

Dandy blew up all over USC, and eventually, all over Los Angeles. People were excited to try this new version of virtual dating and claimed that it was a “magical” app since it cut around the BS and got straight to the point of building new relationships. At this point, Newman and his Massachi began to pitch Dandy to investors in hopes to raise funds for the app’s future development. After hearing 117 no’s, they received their first yes, as well as their first check from an investor. Once the first came, many others followed, and soon enough Dandy has fundraised over $3.3 million in a matter of months from investors involved in companies such as Uber, Airbnb, Snapchat, and Facebook. Newman took over all finance and logistic aspects of the company while Massachi handled the marketing strategy and creative.

Things were running smoothly until word of a pandemic began to consume the news in February 2020. The two business owners called an emergency meeting and decided it was the perfect time to rebrand Dandy into something more applicable to the possible consequences of a national pandemic. In just a few hours, they came up with the idea for Zoom University– a virtual dating app with the same “live” concept of Dandy, but with two-on-two video calls resembling that of a double date. Since some users had commented that Dandy could become stressful and awkward during the short video calls, the founders hoped that having a user bring a friend would help turn the tension into fun. The next day after the meeting, the team had a web MVP of Zoom University uploaded and a rough draft of the app immediately went live. In honor of their first creation, they decided to keep the name of their now product-based startup company as Dandy.

Since then, Zoom University has gained traction all over the internet; including Tiktok, which had a video about the app hit impressions of over 2.5 million views. Users were scrambling to get their hands on this new dating app. In just a matter of weeks, a waitlist of thousands of users began to accumulate while the Dandy teamed continued to finalize the details behind the app that was only originally meant to stay live for a week. Positive feedback came pouring in from users, and eventually, the application broke records as it made it through the Top 10 Best Social Networking Apps on the Apple Store, coming in at #9.

Four businesses and two successful startups later, 23-year-old Newman says his success has come from knowing how to take high-level concepts and applying them to a realistic, practical lens. Although his achievements have skyrocketed over the years, he shares that the work has only just begun. He and his partner are currently working with investors on their next top-secret product that is reckoned to top all their prior inventions and take the market by storm once again. Details cannot yet be disclosed, but we wait eagerly to see how a few college seniors will continue to dominate the startup world with their commitment and dedication to changing the world through the use of advanced technology.

Business

Royal York Property Management And Nathan Levinson On Building Stable Rental Portfolios In A Volatile Market

Published

3 days ago

December 11, 2025

Matthew Wiles

Across North America, Europe, and much of the world, rental housing is caught between two pressures. On one side are tenants facing record affordability challenges. On the other side are landlords seeing operating costs, interest payments, and regulatory complexity move in the opposite direction.

Recent analysis from Canada’s national housing agency shows how tight conditions still are. The average vacancy rate for purpose-built rentals in major Canadian centres rose to about 2.2 percent in 2024, up from 1.5 percent a year earlier, but still below the 10-year average despite the strongest growth in rental supply in more than three decades.

At the same time, higher interest rates have pushed up the cost of acquiring and financing rental buildings, which has slowed transactions and made many projects harder to pencil out.

In this environment, the question for landlords and investors is less about chasing maximum rent and more about building stability. That is where Royal York Property Management and its founder, president, and CEO Nathan Levinson have drawn attention.

From a base in Toronto, Royal York Property Management manages more than 25,000 rental properties, representing over 10 billion dollars in real estate value, and operates across Canada, the United States, and parts of Europe. Levinson also sits on a Bank of Canada policy panel focused on the rental market, where he provides data and on-the-ground insights about rent trends and landlord stress.

For many smaller property owners, his model has become a reference point for how to treat rental housing as a structured financial asset rather than a side project.

Rental housing under pressure from both sides of the balance sheet

In many countries, the basic rental story is the same. Construction of new rental housing has climbed, yet demand still runs ahead of supply in most major cities. In Canada, overall rental supply grew by more than 4 percent in 2024, the strongest increase in over thirty years, while vacancy rose only modestly.

At the same time, borrowing costs have moved sharply higher compared with the pre-pandemic period. Research shows that elevated interest rates have reduced the profitability of new multifamily deals and slowed investment activity, even as structural demand for rental housing stays strong.

For small and mid-sized landlords, that tension shows up in a simple way. Mortgage payments, taxes, insurance, and maintenance rarely move down. Rents move up more slowly, and in many jurisdictions they are constrained by regulation or market realities.

Levinson’s view is that this gap will not close on its own. Landlords who want to stay in the market need more predictable income, tighter control of costs, and clearer systems for dealing with risk.

A property management model built for volatility

Royal York Property Management did not start as an institutional platform. Levinson’s early clients were owners of single condominiums, duplexes, or small buildings who were struggling with irregular rent payments, surprise repairs, and complex rental rules.

Instead of handling each property ad hoc, he built a standardized operating model that treats every door as part of a wider portfolio. Each unit sits on a centralized platform that records rent, arrears, lease expiries, maintenance tickets, and legal actions. Owners see real-time statements and performance metrics rather than waiting for year-end reports.

That structure, combined with an internal maintenance and legal team, is designed to handle stress rather than avoid it. When markets are calm, the system may look conservative. When conditions worsen, it is what keeps owners in the black.

“Execution is everything” is how Levinson often frames it in interviews.

Turning rent into a more predictable income stream

The feature that first drew many investors to Royal York Property Management is its rental guarantee program in Ontario. Under this model, landlords receive their rent even if a tenant stops paying. RYPM takes responsibility for legal proceedings, arrears recovery, and re-leasing the unit, while the owner continues to receive income.

Independent profiles of the company describe this as one of the first large-scale rental guarantee frameworks in the Canadian market, and note that the firm manages tens of thousands of units under this structure.

The guarantee itself is closely tied to local law and does not transfer directly into every jurisdiction. The underlying logic, however, is straightforward:

Treat unpaid rent as a recurring and manageable risk rather than an occasional shock.
Price that risk into a clear product instead of handling each case informally.
Use scale, legal expertise, and data to keep default rates low and resolution times shorter.

For landlords who are facing mortgage renewals at higher interest rates, having a more stable rent stream can be the difference between holding a property and being forced to sell. That is one reason rental guarantee models have started to attract interest from investors outside Canada who are watching RYPM’s approach.

Using technology to see risk earlier

Behind the guarantee and the day-to-day operations is a technology stack that tries to surface problems before they become crises. Royal York Property Management’s internal platform uses data from payments, maintenance, and tenant behavior to flag risk signals and operational bottlenecks.

Examples include:

Tenants who move from on-time payments to repeated short delays.
Units where small repair tickets point to a larger capital issue ahead.
Buildings where complaint volumes suggest service gaps or staffing problems.

Rather than treating these as isolated events, the system aggregates patterns across thousands of units. That allows management to decide whether a problem is individual, building-specific, or systemic.

Levinson has also pushed this data outward. As a member of the Bank of Canada’s rental policy panel, he provides anonymized information on rent collection, defaults, and renewal behavior, which feeds into broader discussions about financial stability and housing policy.

The same data that protects a landlord’s cash flow in one building helps central bankers understand how higher rates are affecting thousands of households.

Why the Canadian case matters for global landlords

Several recent reports underline how closely rental markets are now tied to national economic performance. Tight rental supply and high rents are feeding inflation in many economies. At the same time, higher borrowing costs are discouraging new construction, which risks prolonging shortages.

This feedback loop is especially hard on small landlords. Many own only one or two properties and have limited room to absorb higher mortgage payments or extended vacancies. Analysts in Canada and abroad have warned that some owners are at risk of default as their loans reset at higher rates.

In that context, the Royal York Property Management model offers three lessons that travel across borders:

Standardization protects both sides. Clear processes for screening, rent collection, maintenance, and legal steps reduce surprises for owners and tenants at the same time.
Risk pooling is more efficient than one-off crises. Handling arrears, legal disputes, and vacancies inside a structured system is less costly than improvising each time.
Operational data belongs in policy conversations. When policymakers have access to real rental data rather than only mortgage statistics, interventions can be better targeted.

It is not an accident that Levinson’s work now sits at the intersection of private property management and public financial policy.

What everyday landlords can borrow from the Royal York playbook

Most landlords will not build a 25,000-unit management platform. Many will never interact with a central bank. The core ideas behind Nathan Levinson’s approach are still accessible to smaller owners that manage a handful of properties.

Three practices stand out.

First, treat every rental unit as part of a simple portfolio. That means using a consistent template to track rent, arrears, expenses, and vacancy days for each property, then reviewing it on a schedule instead of only when something goes wrong.

Second, write down the rules for risk in advance. Late-payment steps, repayment plans, documentation standards, and maintenance response times should exist on paper, not only in memory. Royal York’s experience suggests that clear rules reduce conflict, because everyone knows what will happen next.

Third, invest in service as a protective layer. Multiple independent profiles of RYPM point out that faster response times and transparent communication reduce tenant turnover and protect building condition, which in turn supports long-term returns.

For landlords and investors trying to navigate today’s volatile rental markets, the message from Royal York Property Management and Nathan Levinson is surprisingly simple. You cannot control interest rates or national housing policy. You can control how organized your portfolio is, how clearly you manage risk, and how consistent your operations feel to the people who live in your buildings.

For many, that shift from improvisation to structure is what will decide whether their rental properties remain a source of wealth or turn into a source of stress.