I'm now currently around 60 and do have all the software, but I made a conscious decision to not implement anything until I hit 10. 

As stated in a previous post by @Janice Carter there are rules that prevent you from some PM abilities. 

And have your crew check all materials as they show up; catching missing or damaged items early prevents delays at the end when time is tight and holding costs are stacking.

Implement a memo requirement for Zelle since it shows on the bank feed, meaning you should put the property/tenant/description in the Zelle memo, making it easier for the bookkeeper to see it. 

Is there any way for you to prevent this?"

If you are doing multiple renters under one shared roof w/common living areas like a kitchen/etc, then do yourself, your investing dreams, and your renters a MASSIVE FAVOR by learning & implementing coliving property management.

I’m curious, what kind of management changes are you thinking about implementing?

In those cases, even honest disclosure doesn’t always prevent friction.If this were my asset, I’d run it like this:Model both scenarios on paper: discounted STR vs. clean MTR/LTR (including turnover, refunds, review risk, and time cost).If STR revenue still meaningfully beats MTR after a realistic discount, try STR with very bold disclosure and optional perks (late checkout, noise machines, mid-stay cleaning, etc.).If the numbers come out close, I’d lean MTR during construction—traveling professionals, insurance housing, or corporate stays tend to be more tolerant of daytime activity and bring less operational stress.Bottom line: this isn’t really a “construction problem”—it’s a guest-fit and risk-pricing problem.

Later, I emailed them asking if they could improve how they match credit card payments and not only did they agree that it was a good suggestion...they implemented it THE SAME DAY that I emailed.

The more strategies you understand and can implement correctly will generate more successful deals.