Below is a collection of thoughts and short articles that offer more insight into our way of thinking about our industry, the luxury SFL asset class, and our business.

• Why we love the luxury vacation rental (SFL) asset class.

• Scaling the luxury SFL operation.

• Our acquisition principles.

• Why we do all of our own market research, data collection, and regression analyses in-house.

• Why we focus obsessively on unlevered yield.

Because luxury performance degrades under uniformity.

Large VRMs optimize for scale. Their model requires operational uniformity and rapid capital injection to function efficiently. That works in mid-market inventory. It weakens exceptional assets.

Local VRMs optimize for familiarity. They understand neighbourhoods, but often operate with local bias and without ongoing exposure to international luxury demand, capital flows, and positioning standards.

Luxury assets require something different:

• Design executed below replacement cost, yet perceived above it—governed by underwriting, not preference.

• Revenue architecture and reinvestment discipline built on demand data—protected from emotional override

• Marketing and pricing calibrated to international capital behaviour, not local familiarity.

Performance in this segment is created through execution focus.

That is why we intentionally limit portfolio size per market and cap total assets. Yield compounds when attention remains concentrated.

Luxury assets do not benefit from scale. They benefit from governance.

Our leadership brings deep experience across luxury real estate, hospitality, and institutional CRE.

Personally, I’ve spent fourteen years studying, working, and investing in luxury real estate, building on a family background in luxury construction. That matters a great deal in an industry where almost anyone can post a property online and call themselves a manager, or present themselves as an “operator” while outsourcing every function and simply managing spreads.

In contrast, I’ve built a diversified team with proven frameworks that consistently deliver property revenues in the top 1% of all luxury vacation rental managers globally. Beyond team performance, I personally manage high-end renovation projects that have generated significant equity multiples and achieved record-breaking sales per square foot.

So, aside from the fact that we outperform 99% of all managers and operators in our industry? The result is specialization. Because of my unique background and the team I’ve assembled, we understand how to create and capture massive value in luxury real estate at a level very few can match.

Anyone who knows me well also knows that I always choose the side of what is measurable and clear.

I believe instincts and intuition are sharpened over time, but also that the information needed to make the right decisions is almost always easily available — you just have to look.

I always prefer a sure thing (or as close as you can get to it) and we structure all our investment and management decisions based on these beliefs. That’s how we generate strong risk-adjusted returns for our partners.

In short, any market where the economics at the asset level make sense is a smart opportunity.

However, we like markets with historically outsized luxury rental demand, all year round. We like markets with outsized historical growth rates, typically CAGRs of 8%+ or higher, especially where rare assets can experience even more accelerated appreciation.

I also like markets that perform exceptionally well during times of crisis and economic distress (like the recent COVID 19 global pandemic). 

Neither of these requirements can be achieved outside of destination markets that have a rare draw and a uniqueness that makes them intrinsically more valuable than others. And I do not believe in following hype or making long-term decisions based on short term trends.

For obvious reasons, any investments outside of these rare destination markets will grow at a much slower organic rate, or will be subject to much more volatility. 

We do have a number of red flag show-stoppers that we hold inviolate. For example, we don’t like lawsuits, insufficient predictability of rental demand, regulatory uncertainty, financial engineering, or construction defects.

Those are the obvious ones. Other red flags include contempt for unfulfilled potential, value strategy misalignment, and overly optimistic projections.