.$.39 profit$.20 repairs & maintenance$.15 lodging taxes$.14 utilities$.04 property insurance$.03 property taxes$.03 credit card fees$.02 advertising/OTA feesToday it looks more like this:  $.30 profit$.17 repairs & maintenance$.16 Advertising/OTA fees$.15 lodging taxes$.14 Utilities$.06 property insurance$.03 credit card fees

I’m currently structuring a two-unit short-term rental arbitrage opportunity in Seattle built around event-driven and seasonal demand cycles and would love feedback from others who’ve operated STR arbitrage or navigated major event markets.High-level structure:• Unit 1: May 2026 – January 2027• Unit 2: September 2026 – May 2027This staggered approach allows capture of late-summer tourism, fall sports, holiday travel, and spring demand, while also positioning around anticipated lodging compression related to the 2026 FIFA World Cup, which is expected to shift travel patterns before and after the event due to pricing and inventory pressure.The strategy centers on:• Strong operational leverage during peak periods• Risk mitigation through fixed costs• Demand diversification across tourism + business + events• Seasonal + event-driven ADR optimization• Hybrid short-term + mid-term stay targeting• OTA + direct booking channel diversification• Conservative underwriting assumptionsI’m especially interested in insights from anyone who has:Operated arbitrage in major event-driven marketsManaged staggered lease timing across multiple unitsUnderwritten STR performance around World Cup, Olympics, or similar eventsHappy to compare notes or walk through assumptions privately with anyone interested.

Moved into the assisted living we now call the lodge. 

I’m currently structuring a two-unit short-term rental arbitrage opportunity in Seattle built around event-driven and seasonal demand cycles and would love feedback from others who’ve operated STR arbitrage or navigated major event markets.High-level structure:• Unit 1: May 2026 – January 2027• Unit 2: September 2026 – May 2027This staggered approach allows capture of late-summer tourism, fall sports, holiday travel, and spring demand, while also positioning around anticipated lodging compression related to the 2026 FIFA World Cup, which is expected to shift travel patterns before and after the event due to pricing and inventory pressure.The strategy centers on:• Strong operational leverage during peak periods• Risk mitigation through fixed costs• Demand diversification across tourism + business + events• Seasonal + event-driven ADR optimization• Hybrid short-term + mid-term stay targeting• OTA + direct booking channel diversification• Conservative underwriting assumptionsI’m especially interested in insights from anyone who has:- Operated arbitrage in major event-driven markets- Managed staggered lease timing across multiple units- Underwritten STR performance around World Cup, Olympics, or similar eventsHappy to compare notes or walk through assumptions privately with anyone interested.Appreciate any feedback or perspectives.

The thinking is that weekend demand carries most of the revenue, while the weekdays serve as my primary residence.On weekends I’d typically either visit my parents (no lodging cost) or spend time in a nearby city, so being out of the property those nights would fit my routine.Before buying, I want to test the weekly reality — being out every weekend, coordinating cleaning, turnover timing, etc.

- Hopefully some type of real estate license, allowing you to contact the state's real estate board to lodge a protest.3) File complaint with state's Attorney General's office4) Hire an attorney.

If you have a inexpensive fishing lodge, then a bunch of guys will likely be OK with less bathrooms.Also if you have cheap prices and you clearly advertise your bathroom situation you should be fine.If you have a 6 bedroom beach shack and you have discount prices, and clearly advertise the bathroom count, you should also be fine.Now if you have a high end, high priced house, not enough bathrooms could limit your occupancy and possibly get you bad reviews or less than stellar. reviews.It needs to be a balance.

They call this a “Lodging House” in a residential neighborhood which isn’t allowed.

Adding additional lodging is key for the most success here.

I recently reviewed a panel discussion from Phocuswright featuring senior leaders from Airbnb, Marriott, and Casago, and it offered a clear look into where short-term rentals are heading.A few themes stood out:• Airbnb is building a broader hospitality ecosystem through services, experiences, and hotels• Marriott is expanding deeper into professionally managed homes with strict operating and brand standards• Arbitrage-heavy models like Sonder were called out as fragile in changing market conditions• The industry is moving away from “any door will rent” toward fewer, higher-quality, better-operated propertiesMy takeaway from this conversation:Short-term rentals are moving away from being just alternative lodging and toward full-scale hospitality.Operators who focus on quality, systems, local expertise, and guest experience will win.Those relying on thin margins, arbitrage, or volume without standards will struggle.How we’re implementing this in our property management businessInstead of chasing door count or volume, we’re doubling down on:• Property selection over scale, only onboarding homes that can meet hospitality-level standards• Operational systems, including standardized inspections, preventive maintenance, and guest communication workflows• Local expertise, with boots-on-the-ground teams who can make real-time decisions and recommendations• Experience-driven stays, layering in services, amenities, and curated local recommendations beyond just the stay• Owner alignment, working only with owners who understand that quality and consistency drive long-term performanceThe goal isn’t to manage more properties.It’s to operate better properties.Curious how others here are approaching this shift:• Are you adjusting your model in response to where the industry is heading?