BNB Accelerator investment research · Hypothetical worksheet
Investing in a 2-bedroom ski condo portfolio investment: unrecovered cleaning expense
Cleaning fees collected from guests and cleaner invoices are separate records. This model treats only the annual net shortfall as an owner expense.
This is a worked example for a 2-bedroom ski condo portfolio investment, not a claim about a particular property or market. All purchase prices, rates, occupancy, revenue and costs are hypothetical. Edit them below using quotes and records for the property you are evaluating.
What matters for this property
A 2-bedroom ski condo portfolio investment calls for evidence about association dues, special assessments, storage and seasonal access. Read association budgets and meeting minutes, ask about special assessments and verify ski access. Include dues in the model even when amenities look attractive.
Before allocating capital, connect this property to the liquidity needs of your whole portfolio. Annual revenue is not spendable owner income, and a strong seasonal month cannot establish a reliable full-year return.
Base assumptions
The example starts at $450,000 with 30.0% down, a 8.0% hypothetical fixed annual rate and 30-year amortization. It assumes $265 per paid night at 45.0% occupancy of 365 available nights. Accommodation revenue excludes lodging taxes and guest cleaning charges.
Management is 20.0%, booking fees 4.0%, routine maintenance 5.0% and capital replacement reserves 3.0% of accommodation revenue. Annual property tax is $5,400, insurance $4,550, utilities $4,850 and association dues $4,800. Closing costs use a 3.0% allowance, furnishing is $35,000, launch is $7,000 and cash reserves are $25,000. Service fees default to zero and must be added if applicable.
Unrecovered cleaning expense: three cases
| Assumptions changed | Total entry cash | Accommodation revenue | Debt service | Owner cash flow | Cash-on-cash |
|---|---|---|---|---|---|
| Base illustration | $215,500 | $43,526 | $27,736 | -$17,738 | -8.2% |
| cleaning = 2,400 | $215,500 | $43,526 | $27,736 | -$20,138 | -9.3% |
| cleaning = 6,000 | $215,500 | $43,526 | $27,736 | -$23,738 | -11.0% |
Fraction inputs use decimals: 0.25 means 25%. Each comparison changes only the inputs named in its first column. All other base assumptions stay fixed. This isolates a financial effect; it does not predict how demand, prices or financing will behave.
Decision evidence to request
- Cleaner contract
- Guest cleaning fees received
- Extra-turn and deep-clean charges
Read association budgets and meeting minutes, ask about special assessments and verify ski access. Include dues in the model even when amenities look attractive. Record who supplied each item and when it was checked. Replace an unsupported seller estimate with a quote, a reconciled record or an explicitly labeled assumption. If rental use is not confirmed, model the alternative lawful use before committing funds.
Customize the worksheet
Base modeled annual owner cash flow: -$17,738. Return on total entry cash: -8.2%.
How the numbers work
Accommodation revenue equals available nights multiplied by occupancy and nightly rate. Operating income subtracts management, booking fees, routine maintenance and fixed operating bills. Owner cash flow also subtracts mortgage principal and interest plus the replacement reserve. Total entry cash includes down payment, closing allowance, furnishing, launch and retained reserves, with any scenario-specific additional cash requirement.
Base modeled break-even occupancy after replacement reserves is 72.0%. This is the paid-night threshold under the stated cost structure, not a forecast of booking demand. The base reserve covers approximately 6.3 months of fixed bills and debt with no revenue. It does not cover major unplanned repairs. The model excludes income taxes, depreciation, appreciation, sale taxes and unquoted service fees.
Portfolio allocation and liquidity
Under this scenario, deploying $215,500 to one asset makes the original capital recovery dependent on operating cash and a future disposition. For a two-property allocation with the same assumptions, initial cash doubles to $431,000 and annual modeled cash flow doubles to -$35,477. This is an arithmetic illustration, not independent diversification: two similar properties can experience the same demand shock.
A 20% accommodation-revenue reduction with fixed bills unchanged produces -$23,658 of annual cash flow per property. Compare that amount with your household liquidity requirement before scaling. Debt principal repayment may build equity, but it cannot pay this month bills without a sale or borrowing. Track cash yield, cash reserves and concentration separately.
Apply this to your acquisition
Bring your available capital, required liquidity, proposed financing and return assumptions to an investment discussion. BNB Accelerator can discuss how acquisition support fits your buying criteria and portfolio goals.
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