Seven KPIs operators actually run. Formulas included.
These formulas came from operator sessions, not a marketing spreadsheet. Targets are session-derived where they exist. Inspection and turnover live in native operations — not a Breezeway connection. Checkout timestamps come from the live PMS (Guesty today).
The same three problems, across markets.
Too many tools that do not talk to each other
The dominant framing across operator sessions: bookkeeping, cleaning, CRM, phone, and maintenance live in separate systems, so the number you need is never in the same place as the work.
No single view of what is actually happening
Operators want one dashboard across markets — not a stack of exports. These KPIs are written so they can sit on that shared picture.
Decisions without real data
Property offboarding, fee-tier structure, and maintenance coding show up as gut-feel decisions that should be formula-driven. The dictionary is the formula layer.
Framing from multiple customer calls, not attributed to one operator.
Inspection Pass Rate
Share of inspected properties that pass the cleanliness standard in the period.
Count properties that pass cleanliness inspection, divide by total properties inspected, multiply by 100. The inspection record is an operations record — turns and inspections run natively in VR Goals. This is not a Breezeway connection.
Native operations (inspections and turns)
The ≥95% target is a session-derived benchmark, not a VR Goals SLA. A property with no inspection in the period is not in the denominator.
Turnover On-Time Rate
Share of scheduled cleans that finish before the next guest check-in.
Cleans completed and cleans scheduled are native operations records in VR Goals. Check-in and checkout timestamps come from the live PMS connection (Guesty today). Pair the two. This is not a Breezeway connection.
Native operations + PMS checkout timestamps (Guesty today)
The ≥98% target is a session-derived benchmark, not a VR Goals SLA. PMS timestamps are only as current as the live Guesty sync. Other PMS platforms are not live.
Owner Retention Rate
Share of the starting property book still in the portfolio at period end, after backing out new adds. Tracks whether the existing book is holding.
Take properties at period end, subtract properties added during the period, divide by properties at period start, multiply by 100. Tracked quarterly. Scorecards supply the performance data behind offboarding decisions; the rate itself is a portfolio count.
Portfolio counts + People scorecards
This measures property-book retention, not owner-person retention, when one owner holds several properties. No numeric target was set in the source sessions.
Net Revenue per Property
Revenue left on a property after channel cost, cleaning, maintenance, and the management fee. Cleaning must be COGS, not a buried cost center, or the number lies.
Gross booking revenue and OTA commission come from the PMS booking record (Guesty today) plus channel data. Cleaning cost, maintenance cost, and management fee are native finance and operations records. There is no live QuickBooks connection; accounting runs in VR Goals after onboarding import.
Native finance + native operations + PMS booking revenue
No published target. The formula is a definition of net, not a percentage. If cleaning is still booked as a cost center, this number is not usable.
Damage Dispute Recovery Rate
Share of filed damage disputes that close with a payout. Tracks whether guest-services work on OTA claims is actually recovering money.
Disputes filed and disputes resolved with payout are native guest-services records in VR Goals. The Orlando operator is replacing a manual OTA process with in-system damage-dispute tracking so this rate can be counted at all.
Native guest services / operations
No published target. A dispute still open at period end is filed but not yet resolved, so it sits in the denominator only.
SDR Call-to-Booking Rate
Share of outbound dials that result in an owner consultation on the calendar. The percentage formula and the daily count benchmark are both used; they are not the same unit.
Dials and consultations booked are native CRM and phone records. VR Goals provisions phone and CRM natively — this is not a HubSpot, Zoom Phone, or WhatConverts connection. An unlogged SDR day cannot produce this rate.
Native CRM + native phone
The working daily benchmark from operator sessions is 3–5 bookings per 60–80 dials, not a guaranteed conversion percentage. The formula is consultations / dials × 100; the benchmark is a count per dials-per-day.
Payroll Classification Accuracy
Share of workers whose W2 vs 1099 classification matches the actual working relationship. Required before payroll moves in-house.
Classification is a People-module record. Correct vs incorrect is a review against the worker’s actual relationship (W2 employee vs 1099 contractor), not against a third-party payroll feed.
Native People module
No published numeric target. The rate is only as good as the classification review. VR Goals does not file payroll taxes; it holds the classification so in-house payroll can be run accurately.
What this page does not claim.
- These seven formulas came from operator sessions, not from a published industry standards body.
- Targets (≥95% inspection pass, ≥98% turnover on-time, 3–5 bookings per 60–80 dials) are session-derived benchmarks. They are not SLAs VR Goals guarantees.
- Not every signed customer is reporting all seven today. Tampa is actively using CRM and phone; Ozarks is onboarding; Orlando is targeting October 1.
- VR Goals does not connect to Breezeway to calculate inspection or turnover. Those records are native operations. PMS checkout timestamps come from Guesty, the live PMS connection.
- Do not cite invented before/after percentages against these formulas. The customer stories on this site do not publish result percentages.
Put the formulas on your operating picture.
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