James Aros Jr. - Careers and Assessments in Philadelphia

The assessment profession has a problem we don't like to talk about: we're still largely an accidental workforce. Twenty years in, and we're still struggling to convince bright young professionals that mass appraisal offers a legitimate career path, not just a fallback option when the real estate market shifts.

James Aros Jr., Philadelphia's Chief Assessment Officer, offers a perspective worth examining. His journey from reluctant heir to a real estate family business to leading one of the nation's largest assessment offices reveals both the challenges and opportunities facing our profession today.

The Talent Pipeline Crisis

Here's the uncomfortable truth: we're not attracting talent, we're stumbling into it. Despite offering competitive salaries, solid benefits, and actual pension plans (remember those?), assessment offices across the country struggle to fill positions. Philadelphia has been "treading water" on staffing, gaining only a handful of new hires annually when they need dozens.

The root cause isn't mysterious. As Aros notes, "They don't give assessor training in school." We've created entry-level positions that paradoxically require field experience. It's like requiring swimming experience to take swimming lessons.

Yet Aros offers a refreshing perspective: "If you have someone who's bright, who's hardworking, who's dedicated, we can teach you the real estate part." This echoes the wisdom of legendary soccer coach Anson Dorrance, sometimes the best soccer players aren't those who've played soccer their whole lives, but the best athletes willing to learn the game.

Technology's Double-Edged Sword

The transformation over the past two decades has been remarkable. Philadelphia moved from multiple data silos and mainframe systems to integrated platforms. Field crews traded measuring wheels for desktop reviews that capture details impossible to see from the ground.

"You can do dozens or more property reviews a day from your desktop and do measurements that you could never get in the field," Aros observes. The efficiency gains are undeniable.

But here's where it gets interesting: When asked about AI and machine learning potentially eliminating staff positions, Aros gives the only honest answer: "We don't know."

What we do know is this, technology won't replace the need for professional judgment. The black box problem remains insurmountable for public assessment. "We could never do that to run models or produce values because we have to have the explainability," Aros emphasizes. Legislators and taxpayers demand transparency, not algorithms.

The Professional Development Imperative

Perhaps the most striking insight from Aros's experience is his biggest regret: waiting almost a decade before engaging with professional organizations like IAAO. "I wish I would have started that sooner," he admits.

This isn't just about collecting designations or attending conferences. It's about building a professional identity that transcends jurisdictional boundaries. When Pennsylvania lacks a strong IAAO presence compared to Virginia or Florida, it creates an insular mindset, "I don't need an IAAO designation."

But isolation breeds stagnation. The pandemic real estate boom caught even seasoned professionals off guard. Aros thought the market would freeze; instead, it exploded. "I would have lost a bet," he confesses about predicting pandemic market behavior.

These unprecedented shifts demand more than technical competence. They require a broader perspective that only comes from engaging with peers facing similar challenges in different contexts.

Building Beyond the Accidental

The path forward isn't complicated, but it requires intentionality. First, we must create genuine entry points for new talent. If we can teach the real estate component to smart, dedicated people, why maintain artificial experience barriers?

Second, professional development can't be an afterthought. Making IAAO courses, conferences, and peer learning opportunities available early in careers, not a decade in, builds stronger professionals and a stronger profession.

Third, we need to own our value proposition. A career in assessment offers stability, purpose, and the chance to ensure fairness in one of government's most fundamental functions. That's not a consolation prize, it's a calling.

Key Takeaways

• Talent acquisition requires rethinking entry requirements. Bright, hardworking people can learn real estate; they can't learn dedication.

• Technology enhances but doesn't replace professional judgment. The explainability requirement ensures assessors remain essential.

• Early professional development investment pays compound returns. Waiting a decade to engage with the broader profession is a decade of missed growth.

• The "accidental profession" label becomes self-fulfilling. Until we market ourselves as a first-choice career, we'll remain a second choice.

The assessment profession stands at an inflection point. We can continue as an accidental landing spot for those who stumble into our offices, or we can build something intentional, a profession that attracts and develops talent proactively. The choice, unlike our career paths, shouldn't be accidental.