Financial advisory for vacation rental management companies
Financial clarity for what comes next.
We restructure the financials of established vacation rental management companies so the numbers are ready for growth, financing, or a sale.
A standard P&L was never built for this business.
Generic financial statements collapse reservations, housekeeping, OTA fees, maintenance, and property supplies into a handful of undifferentiated line items. Revenue arrives as one number. Cost arrives as another.
What disappears in between is the part that matters: where a management company actually makes money, where it quietly loses it, and which parts of the operation would survive scrutiny from a lender or a buyer.
Assess. Restructure. Maintain.
Assess
A full read of the current books, chart of accounts, and how the operation actually runs.
Restructure
Rebuild the financials around the five operating categories that drive the business.
Maintain
Keep the structure intact month after month so the numbers stay decision-ready.
Assess
A full read of the current books, chart of accounts, and how the operation actually runs.
Restructure
Rebuild the financials around the five operating categories that drive the business.
Maintain
Keep the structure intact month after month so the numbers stay decision-ready.
Five categories. One clear picture.
Reservations
Gross booking revenue separated from pass-through and owner splits.
Housekeeping
Turn cost per unit, tracked against occupancy rather than the month.
OTA
Channel fees and commissions isolated by platform, not buried in cost of sales.
Maintenance
Recurring upkeep separated from one-off repairs and owner-billable work.
Property Supplies
Consumables measured per stay so the line moves with real activity.
The same business, read two ways.
As Received
- Income$1,480,000
- Sales$212,000
- Cost of goods sold$742,000
- Payroll expenses$396,000
- General expenses$184,000
- Other expenses$97,500
After Restructuring
Reservations
61%- Gross booking revenue1,192,000
- Owner distributions(742,000)
- Net reservation revenue450,000
Housekeeping
18%- Cleaning fees collected288,000
- Turn labour(236,000)
- Housekeeping contribution52,000
OTA
—- Channel commissions(126,400)
- Payment processing(31,200)
- Channel cost(157,600)
Maintenance
22%- Owner-billable work94,000
- Recurring upkeep(73,300)
- Maintenance contribution20,700
Property Supplies
—- Consumables(41,800)
- Linen replacement(18,400)
- Supplies cost(60,200)
Readiness is built years before a sale.
The financials a buyer or lender wants to see cannot be assembled in the final quarter. They are the result of years of consistent structure, applied to a business that already knows where its margin comes from.
How We WorkWho we work with
- Established management companies with a portfolio under active professional management.
- Annual revenue that has moved past the owner-operator stage.
- An in-house team handling reservations, housekeeping, and maintenance.
- Leadership planning for growth, outside financing, or an eventual sale.
- A willingness to restructure how the financials are kept, not just how they are reported.
Most of this work is not accounting. It is deciding what the numbers are supposed to answer, and then building the structure that answers it.
Founder name — Founder & Principal
Placeholder testimonial. A single sentence describing the change in how the business is understood after the restructuring.
Industry affiliations — to be supplied
Let’s look at your numbers properly.
A short conversation is enough to tell whether this work is right for your business.
Start a Conversation