Rebecca Smith and Ashley Stran discuss their dual approach to managing resident feedback in S1 E4 of Feedback Fatigue.
In S1 E4 of Feedback Fatigue, Becky Smith and Ashley Stran from WPM Real Estate Management discuss their twofold approach to leveraging feedback for stronger customer service and operational improvement.
Becky, WPM’s Director of Marketing and Business Development, takes a macro view, analyzing aggregate data to identify strengths and sharpen WPM's strategy. Meanwhile, Ashley, a Social Media Coordinator, addresses feedback in real time, working directly with onsite teams to enhance the resident experience.
Together, they reveal how resident feedback is key to WPM’s brand-building and resident retention. Becky focuses on uncovering patterns to improve overall performance, while Ashley’s hands-on approach to individual reviews fosters accountability and builds trust. Listen to the full episode below:
Becky and Ashley emphasize that their approach to feedback goes beyond mere collection—they actively leverage insights from the data provided by Widewail to shape their brand strategy.
Becky explains how Widewail’s aggregated data confirmed that WPM’s top-performing categories in positive reviews were unit condition, cleanliness, and maintenance. Seeing that they consistently outperformed industry benchmarks in these areas reassured her that WPM wasn’t just “talking the talk” but truly “walking the walk” when it came to their brand promise: “Performance that adds value.”
“When I see data showing our maintenance performance is 35% above the industry benchmark, I know we're delivering on our commitment to a clean, operational living environment,” Becky says. This alignment of brand promise and actual performance helps WPM build trust with clients and residents who value reliability.
Ashley adds that Widewail’s data-driven insights enable them to maintain transparency and responsiveness. She uses these insights in regular communication with residents, focusing on relationship-building to address issues before they escalate. “By having ongoing conversations with our residents, we’re able to address concerns directly, reducing the likelihood of negative reviews,” she says. This proactive approach, backed by reliable data, reinforces WPM’s reputation for reliability and strengthens its brand identity in the multifamily industry.
Ashley monitors resident reviews closely and works with on-site teams to address concerns. She believes that every review, positive or negative, provides an opportunity for improvement. She says, “In the instances where we receive a negative review or even a mixed review, I’m relaying that information to our onsite teams so we can better address the residents’ concerns.”
Ashley also discusses how she prioritizes addressing specific complaints that could signal larger issues, such as a maintenance problem that might be affecting multiple residents. “We don’t just respond to the review. We work on solutions with our teams to make sure the issue doesn’t recur.”
Meanwhile, review data collected by Becky informs high-level business decisions. She looks for patterns in resident feedback to determine what sets WPM apart from its competitors. “Unit condition and maintenance are all things where we were far above the industry benchmarks,” she notes, adding that this knowledge allows her to highlight these strengths in meetings with prospects. By demonstrating that WPM consistently exceeds industry standards, she’s able to showcase the brand’s value proposition and attract new business.
Negative feedback is inevitable, but it doesn’t always have to serve as a setback for your business. Ashley shares her experience with turning negative reviews around: “We can get that negative review edited and turned around. It’s not always the case, but sometimes residents just want someone to listen.” By reaching out directly to connect with residents who’ve left critical feedback, she can often resolve any concerns and sometimes, even encourage customers to update negative reviews.
Becky’s approach to feedback is to use it as a learning tool. She looks for recurring themes that could point to systemic issues. “If everyone is complaining about… the dumpsters overflowing, we want to make sure that’s something we address before it becomes a bigger problem,” she says.
Customer feedback isn’t just about residents; it also plays a significant role in WPM’s client relationships. Becky shares that she leverages feedback to build stronger relationships with clients who appreciate WPM’s commitment to continuous improvement. “We like working with people who understand that our people are doing the best they can every day. It’s about working together on challenges,” she says.
This mutual respect and understanding fosters collaboration and helps WPM attract clients who share their values. “Better clients bring better residents because they let us run their properties the right way,” she explains.
Becky and Ashley discuss how feedback shapes the internal culture at WPM. Becky describes how the company’s brand compass–which includes values like integrity, leadership, and having fun–aligns with the feedback they receive. She explains, “It’s not just about meeting goals. It’s about understanding who we are and letting that guide our brand.” This approach to branding resonates with both employees and residents, creating a strong sense of community within WPM.
Ashley adds that fostering a positive work environment helps build long-term relationships. “We don’t set a goal and then say, ‘How do we get there?’ Instead, we let our momentum take us to whatever the goal is.” This organic approach to growth reflects WPM’s commitment to authenticity, which is evident in both its internal culture and external brand.
By using feedback to guide their marketing strategy, Becky and Ashley have improved operational efficiency, strengthened client relationships, and built a brand reputation that stands out in the multifamily real estate industry. Their insights highlight the importance of listening to customers, responding to their needs, and using feedback to reinforce core strengths.
As Becky puts it, “Do the things you’re good at and make sure you’re good at them. You’re better off being exceptional at three things than being okay at ten.” In today’s competitive market, this focus on excellence is a key differentiator and one that WPM has embraced, yielding excellent results.
To hear more from Becky and Ashley and learn how they’ve leveraged customer feedback to fuel WPM’s growth, tune into the episode of Feedback Fatigue. Subscribe on Apple and Spotify, and explore all available episodes here.
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