Run the numbers first
Use your own assumptions for revenue, expenses, financing, and setup costs.
Four numbers worth watching
The calculator produces a lot of output. Start here.
Annual cash flow
Gross revenue - operating expenses - debt service
What is left after normal costs and debt payments.
Cash-on-cash return
Annual cash flow / total cash invested
How hard your cash is working in this property.
Cap rate
Net operating income / purchase price
A financing-neutral way to compare properties.
Break-even occupancy
Required booked nights / available nights
How full the calendar must be before you stop losing money.
Check the inputs
The math is only as good as what you enter. Verify these before you take the result seriously.
- 1
Market revenue
Nightly rate, occupancy, seasonality, and average stay length
- 2
Operating costs
Cleaning, supplies, utilities, insurance, maintenance, and management
- 3
Cash required
Down payment, closing costs, furnishing, repairs, and reserves
- 4
Financing
Payment, rate, taxes, insurance escrow, and lender DSCR constraints
- 5
Risk controls
Break-even occupancy, local regulations, HOA rules, and a slow-season cushion
Pressure-test the deal
Do not model only the month you hope to have. Lower the occupancy and nightly rate, then add a little room for costs. If one small change wipes out the cash flow, you have your answer.
A fragile deal usually looks like this
Renegotiate or walk away if the deal depends on any of these.
- The deal needs aggressive occupancy to stay positive.
- Cleaning or management labor is priced below reality.
- There is no maintenance reserve or slow-season cushion.
- Local STR rules or HOA restrictions are still unclear.