Meet Kelly Sewell Nagel

Founder of Residy | Advisor to leaders at inflection points

Working with leaders at moments where the next decision matters most.

A smiling woman with long, wavy brown hair, wearing pearl earrings, a gold necklace, and a black top, against a neutral gray background.

Kelly Sewell Nagel is the founder of Residy and an advisor to senior leaders, boards, and organizations at critical inflection points. She works with executives and leadership teams to clarify complex decisions, align direction, and move when the path is not obvious.

She brings more than two decades of experience across commercial real estate, including institutional investment, development strategy, and organizational leadership. Her work spans public and private platforms, family offices, and founder-led firms, giving her an inside-the-room perspective on how decisions actually get made.

Kelly teaches real estate finance at Georgetown University's McDonough School of Business through the Steers Center for Global Real Assets, and is actively involved in the Urban Land Institute, where she serves as a Trustee and holds multiple leadership roles.

She is currently writing a book on how high-capacity leaders navigate inflection points — and why the instincts that built their careers are often the first thing that has to change.

At a Glance

Teaching

Georgetown University

McDonough School of Business Steers Center for Global Real Assets

Real Estate Finance

Boards

Urban Land Institute (ULI) Trustee

Chair, ULI Urban Development & Mixed Use (UDMUC) Bronze Product Council

UNC Kenan-Flagler Business School Wood Center for Real Estate Studies

Washington and Lee University Williams School Advisory Board

Professional Background

20+ years across commercial real estate, including institutional investment, development strategy, and organizational leadership

Experience spanning public and private platforms, family offices, and founder-led firms

THE APPROACH

The work is simple, but not easy.

When the path forward is unclear, most leaders push through it.

The better move is to get clear on the decision in front of you and act.