How Wixer’s resident program reached a $1.8M annual run rate by 2024
beagleWixer is an anonymized name. The story and results come from a real Beagle customer.
“We knew our renters insurance process was ineffective. Compliance was spotty at best, and our staff was spending hours each week chasing proof of insurance. We were in need of a better way, something scalable that could unify all our offices under one program.”
- Portfolio units in the story
- 30,000
- Reported compliance
- ~100%
- Annual run rate by 2024
- $1.8M
- Waiver enrollment, 2021–2024
- ~17x
Wixer grew from just over 1,000 rental units to nearly 30,000. The customer’s published story describes a unified insurance workflow, virtually 100% reported compliance and $150,000 in monthly program revenue by 2024—a $1.8 million annualized run rate.
A portfolio that grew faster than its process
Through a series of acquisitions, Wixer Property Management expanded from just over 1,000 rental units to nearly 30,000 in only a few years, inheriting five different property management software systems along the way.
Each acquired office brought its own approach to renters insurance. Some used a basic tool bundled with their software. Others tracked policies by hand. Many had no system at all.
The company was left with a patchwork: staff buried in paperwork, residents confused or out of compliance, and a mandatory program that produced no value for the business.
Missing insurance records and too much manual work
By 2021, Wixer's leadership had identified four problems with the status quo.
Heavy manual work
Staff tracked insurance for thousands of residents by hand, checking lease files, chasing certificates, and sending reminders. The team estimated that dozens of staff hours went to compliance tasks every month.
Inconsistent compliance
In some legacy offices, fewer than half of residents had valid insurance on file. Because nothing was unified, there was no single compliance number to manage, and the risk of an uninsured incident kept growing.
No revenue
When residents bought their own policies, Wixer earned nothing. When they didn't, Wixer carried the risk. Third-party programs charged residents $15 or more per month and shared only a small cut with the property manager.
Friction for residents
New renters had to buy a policy somewhere else, then submit the documents. Force-placed insurance from a third party risked surprising residents with charges they never agreed to.
In late 2021, after surveying the market and finding the options lacking, Wixer's leadership chose Beagle.
One program across the whole portfolio, with no software changes
Beginning in 2021, Wixer adopted a shared insurance workflow across its offices and later acquisitions. Here is how the published story describes that rollout.
The certificate chasing ended
Wixer used Beagle to verify submitted policies, track status and work from a dashboard instead of spreadsheets and reminder emails. Its rollout included a waiver pathway for residents without qualifying proof. Enrollment and notices followed that customer’s lease and program; the story does not establish a universal seven-day enrollment rule.
The waiver became part of the lease
Wixer incorporated a Tenant Liability Waiver into its lease-signing process. The historical story describes a $12–$18 monthly option with selected damage-liability and contents benefits. Those are Wixer’s reported program terms, not a current quote or the terms of every Beagle program.
Nobody changed software
Wixer was able to connect Beagle to all of its existing software, including AppFolio, Yardi, and Propertyware, without changing any of it. When the company later consolidated onto AppFolio, the program came along and kept working.
The economics flipped
The story reports that Wixer retained 80%–90% of program profits under its arrangement. That customer-specific figure does not describe guaranteed revenue, zero risk or the economics of every Beagle agreement.
The program kept growing
From there, the program expanded with a Pet Damage Waiver and deposit alternatives on the same platform. Residents took to both, and each opened another revenue stream for the company.
Virtually 100% compliance and a seven-figure program
Wixer reported virtually 100% compliance through a qualifying policy or its waiver, with less manual document chasing. That status does not mean every resident held a renters policy or that all damage was covered. The customer estimated reclaimed staff time at more than $50,000 per year in labor.
Residents came along willingly. New tenants choose between showing their own policy and joining the waiver, and most pick one without complaint. Enrollment grew from 600 residents in 2021 to more than 10,000 by the end of 2024, a 17x increase in three years.
Revenue followed the same curve: roughly $300,000 in the first full year, about $500,000 in 2023, and $150,000 per month by 2024, which works out to a $1.8 million annual run rate. The program has produced more than $1.5 million in cumulative net profit.
The reported improvement followed a fragmented starting point: some legacy offices had valid insurance on file for fewer than half of residents. That office-level observation is not a measured 50% baseline for the entire 30,000-unit portfolio.
- Program revenue, first full year
- $300K
- Program revenue in 2023
- $500K
- Revenue by 2024, a $1.8M/yr run rate
- $150K/mo
These customer-reported results describe 2021–2024. The $1.8M run rate annualizes $150,000 in monthly revenue; it is not annual revenue received or net profit. The roughly 30,000-unit portfolio and the 10,000-plus waiver participants are different counts. Compliance includes a qualifying policy or the customer’s waiver, not a renters policy for every unit. The $50K labor figure is an internal estimate; the published story does not provide a time-study method or portfolio-wide baseline denominator.
Compliance as a strategic advantage
Wixer’s experience illustrates the value of a shared workflow for insurance requirements: consistent records, clearer resident choices and less manual follow-up. A portfolio’s requirements, exceptions and program economics still need to be evaluated for its own properties.
For a growing portfolio, the practical question is how an insurance process can carry across acquisitions without recreating the same manual work at each office.