Colorado Realty Maps the Full Owner and Resident Lifecycle Across 8 Survey Touchpoints

Overview

Colorado Realty and Property Management has spent 20+ years managing rental homes across the Denver metro, 1,250 doors spanning condos, townhomes, single-family homes, and small multiplex buildings. Like every property management firm, it sits between two parties with very different stakes: the owners who entrust it with their properties, and the residents who live in them.

For 2026, the company gave itself a theme: create raving fans. And rather than leave that as a poster on the wall, the leadership team decided it had to be measurable, something they could track, tie goals to, and check progress against. Since 2025, that measurement system has run on Retently and has grown into one of the most fully instrumented feedback programs we see in property management: owners and residents surveyed separately, at every stage of their lifecycle, with the metric matched to the moment.

Colorado Realty's Challenges

• Google reviews only capture the extremes. The company has great reviews, but reviews self-select. “The people that leave you Google reviews are your raving fans,” as Taylor puts it, “and then the people that hate your guts.” The middle, customers who are quietly disappointed or quietly drifting away, never shows up there.
• Owners and residents are two different customers, often at odds. Owners are clients the firm owes a fiduciary duty. Residents are customers who need their expectations set and difficult conversations to be had. One combined survey would bury the owner signal under resident noise.
• A single snapshot can't capture a relationship. Ask once a year and you measure whatever happened that week, a great maintenance visit or a frustrating one, not the relationship.
• Churn made it urgent. Client churn, owners selling, moving back in, or leaving for a competitor, had reached its highest level ever, and the team needed to understand why before it could turn the number around.

You can ask anyone out there how they think they're doing, and they'll tell you: my customers are really happy, I've got great Google reviews. Most of the time, the people who leave you Google reviews are your raving fans. It was important for us to find the in-between, to truly know that we make people happy and we're meeting their needs and expectations.

Taylor HaasPresident & Managing Broker @ Colorado Realty and Property Management

The Solution

The team started with NPS and immediately broke with the industry habit of the single annual survey. Owners and residents each get a recurring relationship NPS survey every 120 days, so a negative response isn't a verdict, it's a baseline: the team works to improve, and the next wave shows whether it landed.

Then they instrumented the moments in between. Six CSAT surveys cover the heaviest interactions in the lifecycle, the processes with the most touches, the most steps, and the most room for friction.

• CSAT lands right after the touchpoint, while the experience is fresh. It grades the process and the team members running it.
• NPS tracks the relationship on a cadence, building the full picture one wave at a time.
• Owners and residents never share a survey, because they don't share a definition of a good outcome.
• Every response goes to leadership first, then out to the team for open dialogue about what the feedback means and what changes.

Owners and residents in the property management industry are two entirely separate things. Property owners are our clients, we have a fiduciary duty to represent their best interests. Residents are our customers. They have different needs, issues, and wants, so we look at them as two separate things.

Taylor HaasPresident & Managing Broker @ Colorado Realty and Property Management

Results with Retently

The onboarding rebuild. The first CSAT wave on owner onboarding came back with a clear pattern: the process felt impersonal, heavy on email, light on human touch, with conflicting information and too many different people contacting each new owner. The team rebuilt it around a single dedicated point of contact, added phone calls, and consolidated the email stream into something digestible. The next waves of feedback confirmed the turnaround: what had been the program's clearest pain point is now, in Taylor's words, one of the most successful onboarding processes the company has ever had.

Feedback people actually write. More than half of survey responses include written feedback, not just a score, the raw material for understanding why owners stay or leave, which is exactly what the program was built to find out.

A churn early-warning system. Recurring surveys across the lifecycle mean an unhappy owner surfaces months before a termination letter would, with time to work the problem and watch the next wave measure whether it worked.

A theme made measurable. “Create raving fans” now has numbers attached: goals the team works toward, and a scoreboard leadership checks in on.

Our feedback program really helps Colorado Realty and Property Management have clarity into how our customers and clients truly feel about the work that we do.

Taylor HaasPresident & Managing Broker @ Colorado Realty and Property Management