I’m not selling anything, and this isn't a launch—I'm just trying to learn and build something that actually solves real problems.The idea is to create a library of pre-built, professional-grade financial models (for rental properties, flips, BRRRR, etc.) that you can instantly use.

Great points, Jeff — and you’re right to highlight that the expense ratios are unusually efficient for a coastal STR.A couple of clarifications on the numbers:The current owner self-manages, which keeps cleaning and maintenance costs lower than a third-party STR manager would typically charge.Some of the repairs and CapEx were front-loaded in prior years (new flooring, appliances, and paint), so last year’s P&L reflects more of a stabilized-operations scenario.The utilities figure is accurate — it’s higher due to being master-metered for the property — but the other OPEX categories are slightly understated if you were to underwrite this as a fully managed, third-party operation.If I modeled it using a professional management assumption plus normalized reserves, the operating ratio trends closer to 48–50%, which aligns with what you mentioned for coastal STR multifamily.I appreciate you calling that out — it’s a great reminder of how much variance there can be between owner-operated and institutional-style expense reporting, especially in hybrid STR assets like this.Here's the owner's profit and loss statement for the exacts of the 2024 year.

In short: $558k gross, ~9% cap, modeled cash-flow of ~$92k/yr with professional management (or ~$140k if self-managed), and conservative 5-yr after-tax proceeds of ~$1.4M.I’m sharing the math, assumptions, depreciation treatment, and the risks/opportunities I saw (value-add ideas, occupancy sensitivity, and market comps).

In short: $558k gross, ~9% cap, modeled cash-flow of ~$92k/yr with professional management (or ~$140k if self-managed), and conservative 5-yr after-tax proceeds of ~$1.4M.I’m sharing the math, assumptions, depreciation treatment, and the risks/opportunities I saw (value-add ideas, occupancy sensitivity, and market comps).

This backs up your study and supports your business case.Revisit your underwrite: Once you have the tax savings in the model, revisit your cash-flow projections, reinvestment timeline, and exit strategy.Example (Illustrative Only)Imagine you buy a house for $700,000 (excluding land) and put $50,000 in high-end furnishing and upgrades.

I’d get two more bids from mini‑split specialists, ask for a load calc, exact model numbers, and a line‑item scope; smaller independents often price sharper but verify license, insurance, and who pulls permits.

Repair Budget: $45k–$65k to complete construction and finish-outProjected All-In: ≈ $320k or lessProjected ARV: $380k–$425k based on local 3k sf compsExpected Rent Post-Reno: $2,300–$2,600/mo (Hephzibah 5-bed band)Financing Plan100% Disabled Vet → No VA Funding Fee30-yr fixed VA Renovation loan ≈ 6.25% interestRepair escrow to cover MPR items (post-closing completion)Questions for the community1.

By eliminating the separate, "service fee" line item at guest checkout, the "all-in" pricing model aligns better with modern travelers and hotels.I personally believe this helps everyone in our industry attract more guest demand.Guests see the final price up front, reducing the "sticker shock" that often leads to cart abandonment.

When he does find a minor item, no title insurance policy, bonded attorney opinion, or warranty is going to satisfy him.

We’ve seen owners who plan ahead with well-structured capital reserves are able to execute renovations more strategically and avoid reactive spending.Using a sinking fund approach is a smart way to model future CapEx, it keeps investors proactive, not reactive.