Free revenue projection
Then it is worth re-evaluating what your listing is actually doing. We manage 100+ condos in Mt Crested Butte — tell us your building and we'll show you what units like yours earned last year, and what they would earn with us.
What should your condo be earning?
Free, sourced from real bookings, back within one business day. No card, no commitment.
That is the whole of it, and the three numbers below are where we stand today. What follows them is the rest of what changes — the parts of managing a condo you only notice when they are missing.
A unit that books more nights at a better rate, with less taken out of each one, is worth more to you at the end of the season. We would rather show you what that looks like for your condo than argue about percentages in the abstract.
Without opening a statement, what is on your calendar for February?
What did your unit earn last month, and how does that compare with the one down the hall?
When something last broke, how did you find out — and how long after?
If you can answer all three, you are being looked after. Most owners we speak to cannot answer any of them.
Six things, and only one of them is the commission rate.
More places selling the unit, and rates that respond to how the mountain is actually booking rather than sitting where they were set in October. In August we finished 14.4 points ahead of the Crested Butte market — up 3.6% per unit while the market fell 10.8% — and that lands on the top line before a single fee is deducted, which is the one part of a statement that helps every line below it.
Log in and look — every reservation on your calendar the moment it is made, with what it is worth. Resort programmes allocate nights through block bookings, so what actually happened to your unit arrives with the owner statement at the end of the month. A calendar you can only read in arrears is not one you can plan a season around, or use your own home from.
A broken dresser gets photographed at the inspection and you are told that afternoon — along with whether we are charging the guest for it or covering it from the damage waiver. Resort programmes here run no damage waiver for incidentals, so that kind of thing surfaces as a line on a statement weeks later, by which point nobody can do anything about it.
Guest messaging is covered around the clock, near enough. An unanswered question at 9pm on a Friday is how an enquiry becomes a booking somewhere else, and how a fine stay becomes a three-star review that costs you the next six.
Cleanliness is the most-cited reason for a sub-five-star review across the whole industry, and it is almost never about effort — it is hair in a drain, dust on a ceiling fan, a fridge shelf someone missed. We inspect after every turnover, because that is a process problem and processes are fixable.
A lower commission, and every other line on your statement one you can explain. Our own staff fix what our own staff can fix, so maintenance appears only when something genuinely needed a trade. Cleaning is billed at what the clean costs. The HOA fee is passed through at face value, with no resort fee charged to your guest carrying a margin inside it.
Damage is the part of this business nobody quotes you on, and it is where the difference between two managers is easiest to feel.
The unit is turned over for the next arrival. A cracked bed frame under a made bed is not something a turnover is looking for.
Every turnover is inspected, so the frame is found and photographed before anyone else is let into the unit.
Nothing reaches you. Whatever happens next happens without you in the conversation.
You are told the same day, with the photographs and what we intend to do about it.
There is no damage waiver covering incidentals, so the cost lands on you or is argued out with a guest who has already gone home.
The guest is charged, or it comes out of the damage waiver. Either way it is settled while the stay is still fresh.
Checks in to whatever state the bed was left in.
Arrives to a bed that has been replaced, because we knew on Saturday.
The replacement costs what it costs either way. What differs is whether you find out in time for anyone to do anything about it.
65 at The Grand Lodge, 16 at The Lodge at Mountaineer Square and 20 at The Plaza. Same floorplans, same lifts, same shoulder seasons, same weather.
That is why the comparison is worth reading, and it is also why the numbers work. The inspector is already in your building that morning and the team already covers those guests overnight — density is what lets us charge less for more attention.
Three steps, and only the first one is yours.
That is all we need to find the right comparison — no listing link required.
We manage 101 condos across the base area. We look at what units of your size in your building genuinely took over the last twelve months, across every channel.
A range, not a single flattering number, with the comps and the assumptions written out so you can check them yourself.
Your building and your unit size. That's the whole ask.
Written for someone who owns one condo, not a portfolio manager with a spreadsheet.
Trailing twelve months for units of your size in your building — gross revenue, occupancy and average nightly rate. Real figures from real bookings, not a model.
Those same stays run through our fee schedule line by line, so the comparison is about what reaches your account rather than what appears at the top of a page. This is where the detail lives, on your unit rather than a worked example.
Which units we compared you against, what we could not know about yours, and where the estimate is weakest. If the honest answer is that you're already doing well, that is what it will say.
Every figure we send is an estimate based on comparable units, not a guarantee of what your condo will earn. Your unit's condition, floor, view, calendar and pricing all move the number, and we say so in the write-up.
Free, sourced from real bookings in your building, back within one business day.