10 Best Luxury Vacation Rental Management Companies (2026)



Luxury vacation rental management has grown into something much broader than listing a high-end home on Airbnb, adjusting nightly rates, and coordinating cleaners.

The companies leading the category now operate across some combination of revenue management, hospitality, property operations, branding, guest experience, and asset performance. But once you look closely at how they actually work, the differences can be substantial.

Some use traditional percentage-based management. Others have built curated luxury brands, deeply local hospitality operations, membership networks, lease models, or businesses that combine property management with their own travel marketplaces and technology.

So there isn't one management model that is objectively “best” for every luxury homeowner. What matters is what you own, what you want the property to accomplish, and which capabilities you actually need from a manager.

For this guide, we researched 10 companies that stand out within luxury vacation rental management because of their specialization, capabilities, track record, scale, industry significance, or distinctive approach to managing high-end homes.

onefinestay was early to an idea that now feels fundamental to luxury vacation rentals: a privately owned home could be operated as a luxury hospitality product without losing what made the home distinctive in the first place.

The concept began in 2009, with its first London stay in May 2010. Six years later, Accor acquired onefinestay for approximately €148 million and committed another €64 million to its expansion. At the time, onefinestay had 2,600 exclusively managed homes across London, New York, Paris, Los Angeles, and Rome, representing more than £4 billion in estimated underlying real estate.

Today, its About page describes a hand-picked collection of approximately 3,000 homes across 30 destinations, although portfolio counts vary across current onefinestay materials.

onefinestay at a Glance

What Does onefinestay Actually Manage?

This is where onefinestay becomes more interesting than its portfolio count suggests.

The company says it works directly with homeowners in London and Los Angeles, while relying on trusted property-management partners in other destinations. So a home appearing within the onefinestay collection doesn't necessarily mean onefinestay directly performs every part of its local management.

If you're considering the company for your property, that's worth clarifying early: Who will actually operate the home locally, and which responsibilities belong to onefinestay?

Property Selection and Positioning

Curation is central to the model. onefinestay evaluates prospective homes individually, considering factors such as location, size, design, condition, and availability.

Accepted homes receive professional photography, while owners can receive pricing and optimization recommendations. The company then positions the property within the larger onefinestay collection rather than marketing it solely as an isolated vacation-rental listing.

Owner availability can also be relatively flexible. Its current application separates prospective homes into availability ranges of 1–5, 6–12, 13–24, and 24+ weeks per year, reflecting a model that can accommodate genuine second homes rather than only properties dedicated year-round to rental use.

Revenue and Published Property Performance

You won't find a single published management percentage for onefinestay. The company describes an income-sharing model, with earning potential influenced by the home's size, design, location, and availability.

What you can find are some unusually specific property examples.

A two-bedroom Covent Garden flat is shown with 192 booked nights at a £677 average daily rate, while a three-bedroom Venice Beach home recorded 143 booked nights at a $534 ADR.

Onefinestay has also published 2023 London homeowner earnings examples, including:

Those figures are individual examples selected and reported by onefinestay, not portfolio averages or predictions of what your property will earn. But they give prospective owners more property-level context than a generic claim about “maximizing revenue.”

Hospitality and Property Care



Onefinestay's original hospitality DNA is still visible in how it prepares a residence for guests.

The operating model can include professional housekeeping, guest vetting, photographic property inventories, private-area designation, company linens, towels and toiletries, and 24/7 support.

The guest experience can extend beyond the home through services such as private chefs, chauffeurs, grocery delivery, babysitting, wellness services, and locally arranged experiences.

That's ultimately the clearest way to understand onefinestay:

If what you're looking for is conventional high-volume vacation rental management, that doesn't fully describe the model.

Onefinestay's significance comes from something more specific: it was one of the early companies to demonstrate that individually owned luxury homes could be curated and operated together as a hospitality brand.

One Fine BnB has been operating since 2010, beginning with the founders' own short-term rentals in New York City and Las Vegas before expanding into management for individual owners and larger portfolios. Today, the company says it manages hundreds of properties in the U.S. and abroad with a combined portfolio value of more than $2.3 billion.

What makes One Fine BnB particularly easy to compare is something surprisingly uncommon in vacation rental management: you can see what the major service levels cost before speaking with sales.

One Fine BnB at a Glance

The Interesting Part: You Can Choose Where Management Stops

One Fine BnB separates its offering into two substantially different relationships.

Full Service Management — 20%

At 20% of rental revenue, Full Service is intended to be the hands-off option. One Fine BnB handles both the digital side of the business and local operations, including listings, pricing, reservations, guest communication, cleaning, and maintenance coordination.

The company also assigns owners a named manager rather than routing every issue through a general support queue.

Partner Management — 10%

The 10% Partner Management option is more interesting if you already have people you trust on the ground.

You retain your own cleaning and maintenance team, while One Fine BnB handles functions such as listing management, pricing, bookings, and 24/7 guest communication remotely. The company is explicit that this isn't simply a discounted version of full service: you need an existing local cleaning and maintenance operation for the model to work.

That creates a fairly straightforward choice:

• 20% Full Service — One Fine BnB manages the digital and local operation.
• 10% Partner Management — you keep the local operation; One Fine BnB manages much of the commercial and guest-facing layer.

Both models use a $500 onboarding retainer for launch work such as photography, listing creation, and property preparation, and neither requires a long-term contract. The percentage is charged against rental revenue rather than guest-paid cleaning fees, taxes, or damage deposits.

Revenue, Distribution and Technology

One Fine BnB combines professional photography and listing optimization with dynamic pricing, reservation management and multi-channel distribution.

There is one reporting inconsistency worth noting. Its primary property-management and locations pages currently say 25+ major booking sites, while its About page says 50+ partners. We use the more conservative 25+ figure here rather than assuming the two counts measure the same thing.

The company has also increasingly positioned technology as part of its operating model. It says its proprietary AI systems assist with pricing, guest communication, calendar management, and owner reporting. Its separate BnBGenius product extends some of that technology to owners who aren't using One Fine BnB for full property management.

What You Should Know

Unlike Onefinestay, One Fine BnB manages both standard and luxury vacation rentals, so luxury isn't the sole organizing principle of the company.

Its relevance here comes from the flexibility of the operating model. If you want the manager responsible for virtually everything, there's a published full-service option. If you've already built a strong local team and don't want to replace it, there's a lower-cost structure designed around exactly that situation.

And because the company publishes the 20% and 10% rates, the $500 onboarding cost, what the percentage applies to, and the absence of a long-term contract, you can evaluate considerably more of the economics before ever getting on a sales call.

Founded in 2017, AvantStay has become one of the largest operators in luxury vacation rental management. The company currently reports working with 2,500+ homeowners across 140+ markets, supported by local operations, centralized revenue management, design capabilities, proprietary technology, and distribution across 50+ booking channels.

That growth has been fueled partly by institutional capital. AvantStay is privately held and venture-backed, including a $160 million Series B in 2021. At the time, TechCrunch reported that AvantStay had surpassed 1,000 properties and grown revenue tenfold over the preceding two years.

AvantStay at a Glance

The homeowner count, market footprint, staffing ratio, and 20% revenue lift are AvantStay-reported figures; we did not find independent portfolio-level verification of the revenue-lift claim.

More Than a Large Property Manager

AvantStay's scale matters, but the more interesting part is what it has assembled around the homes.

The company combines local property operations, revenue management, design and property optimization, photography, maintenance, smart-home technology, guest services, direct booking, and broad third-party distribution. Its technology includes Lighthouse for homeowner reporting, Voyage for internal operations and revenue management, and Butler for the guest experience.

Design is also treated as part of performance. AvantStay can help owners furnish, redesign, photograph, and add amenities to properties rather than simply taking the existing home and optimizing its nightly price.

That's an important distinction: pricing can optimize the demand a property already attracts; design and amenities can change the demand the property is capable of attracting.

Can AvantStay Maintain Luxury Hospitality at Scale?

This may be the most useful question to ask about AvantStay.

Independent guest sentiment is strongly positive overall. AvantStay currently carries a 4.6/5 Trustpilot score across roughly 2,700 reviews, giving us meaningful third-party evidence that its hospitality model can work at considerable scale.

But scale also makes consistent local execution more difficult. AvantStay went through several workforce restructurings following its rapid venture-backed expansion, including additional cuts reported by Skift in 2023.

If you're considering AvantStay, I'd therefore look beyond the size of the network and ask how the company operates in your specific market: Who is on the local team? How many homes do they support? Who handles maintenance and inspections? And how quickly can someone physically reach your property?



AvantStay's significance isn't simply that it manages a lot of luxury homes. It's that the company has attempted to combine national scale, local operations, technology, design, distribution, and a consumer-facing hospitality brand within one management system.

That makes it one of the clearest examples of scaled, branded luxury vacation rental management in this comparison.

Portoro approaches vacation rental management with a distinctly asset-oriented mindset. The company currently manages 360+ properties across seven coastal and mountain markets and describes its philosophy simply: a second home is an investment, and decisions around pricing, maintenance, hospitality, and operations should strengthen rather than erode that asset.

Founded in 2022 by CEO Dustin Abney, Portoro also has interesting industry lineage. Before launching Portoro, Abney held leadership roles at Zillow and served as VP of Homes at AvantStay, where his responsibilities included market expansion, construction, and M&A.



Portoro at a Glance

Run the Home Like an Asset

Portoro combines a dedicated local General Manager and field team with centralized revenue management, marketing, technology, guest support, and operating standards. The idea is to preserve local knowledge without giving up the systems and data available to a larger organization.

That asset-management philosophy becomes particularly visible in how Portoro handles revenue and property condition.

Wheelhouse dynamically reprices the home, but Portoro's revenue team also evaluates competitive properties, events, booking pace, owner holds, and market behavior. Owners can see a comparison set of roughly five to ten similar homes, refreshed monthly, alongside metrics such as ADR, occupancy, and RevPAR.

The physical asset receives similar attention.

Portoro's Annual Asset Physical examines major systems including HVAC, plumbing, roofing, foundation, exterior components, appliances, finishes, and life-safety equipment. Owners receive a written condition report with photographs, prioritized recommendations, estimated costs, and a five-year view of potential capital needs.

That's more than routine vacation-rental maintenance. It connects today's guest operation with the longer-term condition of the property.

What You Should Know

Portoro is considerably more geographically selective than some companies in this comparison. Its seven markets are concentrated in coastal and mountain destinations, and its management fee is provided through a property-specific proposal rather than a universal published percentage.

For an owner, the appeal is fairly straightforward: Portoro isn't just asking, “How do we generate more bookings?”

Its operating model asks a broader question: How do we produce strong rental performance while managing the home like a valuable asset that needs to perform and hold up over time?



That combination of hospitality, local execution, revenue discipline, financial transparency, and long-term property care is what makes Portoro distinctive in this group.

Founded in 2021, Wander entered the vacation rental market around the idea of “hotelifying” luxury homes: combining the space and individuality of a private residence with more consistent hospitality, technology, and service.

Wander has since evolved beyond that original model. Today, the company operates across property management, luxury rental distribution, and travel technology — and understanding the difference between those businesses is important.

Wander at a Glance

Three Different Wander Relationships

Wander Operated is the company's full-service property-management model. Wander becomes the owner's exclusive operating agent, controls rental pricing, manages bookings, and arranges services including cleaning, landscaping, pool care, maintenance, repairs, and other property operations.

Its current agreement generally runs for one year and automatically renews unless terminated with the required notice.

Wander says Operated homes receive 24/7 concierge service, dynamic pricing, hotel-grade cleaning, smart-home technology, and access to its traveler network and marketing platform. The company currently reports 30% higher occupancy than the market and guest satisfaction above 93% for the program; those are Wander-reported performance figures rather than independently audited results.

Wander Listed is different. Here, an existing owner or property manager can distribute a home through Wander while remaining responsible for cleaning, maintenance, repairs, pricing, and local operations. Wander's agreement explicitly states that it isn't responsible for operating these properties.

Then there's WanderOS, which takes the company another step away from conventional property management. Wander sells direct-booking, marketing, distribution, and AI technology to other vacation rental managers. WanderOS currently reports supporting 10,000+ properties and 1,000+ property managers, with more than $85 million in bookings processed through the platform.

Those are technology-platform metrics — not the number of homes Wander itself manages.

What You Should Know

This distinction matters because Wander can appear much larger if its marketplace and software customers are mistakenly counted as managed inventory. Wander itself makes the separation explicit: its WanderOS terms state that it does not own or manage most properties using the platform.

What makes Wander significant is therefore bigger than its property-management portfolio.

The company began by trying to create a more standardized luxury hospitality experience inside distinctive private homes. It now increasingly provides the distribution and technology infrastructure other property managers can use to sell their own stays.

For an owner considering Wander, the first question should consequently be simple:

Will my home be Wander Operated, or will it simply be distributed through Wander?

Those are fundamentally different relationships — and knowing which one you're buying tells you much more than Wander's overall property count.

Inspirato represents a fundamentally different relationship between a luxury homeowner and a hospitality company.

Rather than charging a percentage of booking revenue for qualifying residences, Inspirato can lease the home directly from the owner, pay fixed rental income, and assume responsibility for operating it for Inspirato members and guests. That shifts much of the occupancy risk away from the homeowner.

Inspirato is also highly selective. Its current homeowner materials say accepted residences typically exceed $3 million in value and are evaluated for factors including:

• Location and surrounding destination
• Architecture, design, and overall condition
• Luxury amenities
• Fit within the existing Inspirato portfolio
• The experience the residence can provide members

Inspirato at a Glance

The Economics Are Different

With conventional vacation rental management, your income generally rises and falls with bookings. The manager takes a percentage, while you retain most of the underlying demand and occupancy risk.

Inspirato changes that equation. After evaluating a qualifying property, Inspirato develops a custom lease proposal with fixed rental income. Once an agreement is reached, the relationship can include:

• Fixed rental income rather than income tied directly to monthly occupancy
• Professional property management provided by Inspirato
• Vetted Inspirato travelers
• Owner access structured into the agreement
• Inspirato travel benefits for the homeowner
• Regular property care and hospitality services

That predictability comes with a tradeoff. This is a lease relationship, not simply a management agreement. If maximizing the upside from exceptionally strong nightly rates is your primary objective, fixed rent and percentage-based management are very different economic propositions.

A Members-Only Demand Network

The traveler side is just as important to understanding Inspirato.

Travelers can join Inspirato Club for access to a curated portfolio that includes private residences, luxury hotels, and experiences. Membership surrounds the accommodations with additional hospitality services, which can include:

• Pre-trip planning
• On-site concierge support
• Housekeeping
• Grocery arrangements
• Member rates and benefits
• Curated activities and experiences

That creates a different relationship between supply and demand than you'll find with a conventional vacation rental manager.

Homeowner → Inspirato lease → professionally operated residence → Inspirato Club → member stays

The residence isn't simply another property distributed across the open short-term-rental market. It becomes part of a members-only luxury travel ecosystem in which Inspirato has a relationship with both the homeowner providing the residence and the traveler booking it.

What You Should Know

Inspirato is therefore difficult to compare on management fee alone—there may not be a conventional management percentage to compare.

The more useful comparison is risk, control, and upside:

• A traditional percentage manager leaves the owner more exposed to occupancy and nightly-rate performance, but also to the property's potential upside.
• Inspirato's lease model can provide greater income predictability while transferring more of the operating and demand risk to Inspirato.

That's why Inspirato belongs in this comparison. It represents a very different answer to the same underlying homeowner question:

How do you turn an exceptional private residence into a professionally operated luxury hospitality asset without managing it yourself?

Natural Retreats has been operating luxury vacation rentals since 2006, but the home itself is only part of its hospitality model. The company places unusual emphasis on the destination surrounding the property—local teams, concierge service, activities, seasonal knowledge, and the experiences that give travelers a reason to choose one location over another.

That makes Natural Retreats particularly relevant for owners in established leisure destinations where the value of a luxury home is closely connected to what guests can do once they arrive.

Natural Retreats at a Glance

Local Teams Are Central to the Model

Natural Retreats combines centralized capabilities in areas such as revenue management, marketing, technology, and accounting with teams working inside individual destinations.

Those local teams handle much of what actually shapes the stay, including:

• Property care and inspections
• Housekeeping
• Guest support
• Local recommendations
• Concierge arrangements
• Maintenance coordination

Natural Retreats says it attempts to use the same housekeeping team for a home whenever possible, a small operational detail that can matter with luxury properties where familiarity with the residence makes it easier to notice when something is missing, damaged, or out of place.

The Destination Is Part of the Product

This is where Natural Retreats becomes more distinctive.

Its hospitality model extends beyond preparing the property. Local teams help guests navigate activities, transportation, dining, events, seasonal recreation, and other destination-specific experiences.

The company supports that with destination guides and locally focused travel content rather than relying entirely on the home's listing to create demand.

For a homeowner, this matters because Natural Retreats is effectively marketing two things at once: the residence and the experience of staying in that particular destination.

Revenue and Property Performance

Natural Retreats has a dedicated revenue-management team that adjusts pricing using market conditions, seasonality, property characteristics, and booking behavior. Its owner reporting and market materials also use hospitality metrics such as ADR, adjusted paid occupancy, and adjusted RevPAR.

The company distributes properties through its own booking platform as well as channels including Airbnb, Vrbo, Booking.com, and Marriott Homes & Villas.

Owners can also receive professional photography and property-level recommendations intended to improve presentation and competitiveness.

Multiple Levels of Luxury

Natural Retreats is also part of a broader collection of vacation-rental brands, including 360 Blue, Callista, and Alaya Collection.

Alaya is particularly relevant to this comparison because it represents a more selective level within the broader portfolio, built around exceptional residences and elevated service rather than treating every managed property as interchangeable.

That gives Natural Retreats room to distinguish between professionally managed luxury inventory and a more tightly curated upper tier.

What You Should Know

Natural Retreats is strongest where its local destination infrastructure can become part of the value it provides.

If you're considering the company, I'd pay attention not only to its revenue-management capabilities but to the depth of its operation in your particular destination: how established the local team is, what services are handled in-house, and how effectively the company connects the property to the reasons travelers visit that market.



That's the defining characteristic of the model. Natural Retreats doesn't treat luxury hospitality as something that stops at the front door.

Moving Mountains has been operating luxury vacation homes in Colorado since 1998, but its roots are closer to luxury hospitality than conventional property management.

Founders Robin and Heather Craigen previously operated a luxury charter yacht in the British Virgin Islands before bringing that service philosophy to Steamboat Springs. Their early model combined exceptional private homes with catered meals, private transportation, and highly personalized service.

Today, Moving Mountains remains concentrated in Steamboat Springs, Breckenridge, Vail, and Beaver Creek, giving it unusually deep operating experience within a small number of luxury mountain destinations.

Moving Mountains at a Glance

Hospitality Is Built Into the Management Model

Moving Mountains' concentrated footprint allows it to build substantial operating infrastructure within each destination. Its property-management services can include:

• 24/7 local guest and property support
• Pre- and post-stay inspections
• Housekeeping and luxury linens
• Twice-yearly maintenance and safety inspections
• Permit-management assistance
• Guest damage protection
• Revenue strategy and owner consultation

But its hospitality roots become even more apparent after the reservation is made. Local teams can also help guests arrange:

• Private chefs and in-home dining
• Pre-arrival grocery delivery
• Private transportation
• Ski and snowboard equipment
• Childcare
• Activities and local experiences
• Concierge planning before and during the stay

That distinction matters. Moving Mountains isn't simply maintaining the residence and leaving guests to assemble the rest of their trip. Its local team can become part of the experience surrounding the home.

Direct Demand and Revenue Performance

Moving Mountains also places considerable emphasis on generating direct reservations, rather than treating Airbnb and Vrbo as the entire demand strategy.

Its revenue team manages rates and availability around market conditions, seasonality, property characteristics, and owner objectives. The stated goal isn't simply filling more nights, but protecting rate integrity and net owner revenue.

There is meaningful third-party evidence supporting the hospitality side of the model. Moving Mountains won the 2025 Skift Short-Term Rental Award for Best Host and the 2025 Shortyz Guest Experience Award.

What You Should Know

Moving Mountains became part of StayTerra in 2025, giving it access to a larger, institutionally backed vacation-rental platform. Moving Mountains has said its brand and local operating teams remain in place, while the relationship provides additional capital, technology, and shared resources.

That combination is worth noting if you're comparing it with either a small local manager or a large national operator. Moving Mountains has institutional resources behind it, but its actual management model remains highly local and service-intensive.

Its geographic reach is consequently much narrower than many companies in this comparison. But within its four Colorado mountain markets, that concentration is part of the proposition: deep local operations combined with the service standards of a luxury hospitality company.

Founded in 2021, Rove began with a focus on high-end furnished rentals and has since developed into something broader: a luxury rental marketplace, a full-service property manager, and a software platform for owners who prefer to manage their own homes.

That history still influences the business. Rove operates in markets including New York City, the Hamptons, Aspen, South Florida, and Southern California, with particular experience in luxury furnished and extended-stay rentals.

Rove at a Glance

Two Different Ways to Work With Rove

Rove+ is the full-service management program. At its currently published 15% management fee, Rove handles areas such as professional photography, pricing, reservations, guest communication, screening, inspections, and cleaning coordination. Qualifying homes can also receive distribution through Marriott Homes & Villas.

RoveCore is substantially different. It's software for owners who want to retain control of their operation while using Rove for capabilities such as:

• Multi-channel distribution
• Centralized pricing
• Unified guest messaging
• Calendar synchronization
• Direct distribution through RoveTravel.com

The owner remains responsible for the actual guest experience and property operation.

That distinction matters. A property appearing within the broader Rove ecosystem isn't necessarily a home that Rove manages full-service.

Direct Booking Is a Major Part of the Strategy

Rove's own marketplace is more important to its model than a simple company booking page.

The company reports that its 200+ property New York City portfolio maintains 85%+ occupancy, with more than 80% of reservations coming directly through RoveTravel.com. Rove also reports a 4.8-star average guest rating across its markets. These are company-reported figures rather than independently audited portfolio results, but the claimed direct-booking share is particularly notable.

Rove also applies a defined quality standard before accepting properties, evaluating areas such as design, finishes, amenities, kitchen equipment, workspaces, and overall condition.

What You Should Know

The headline 15% Rove+ fee comes with some important contractual details.

Rove defines a “Full Term” property as one available for at least eight full months or six consecutive months during the agreement. If a home doesn't meet that requirement, the Rove+ fee can increase to 30% during the period when it doesn't qualify. Owner stays are permitted, but availability and blackout rules apply.



Owners should also review onboarding and property costs separately. Rove's current agreement allows certain maintenance, repairs, service calls, and onboarding expenses to be billed outside the management fee.

Rove is therefore more than a conventional luxury property manager. It has built three connected ways to participate in its ecosystem: owners can hire Rove to manage the home, use its technology to self-manage, or generate demand through its travel marketplace.

For owners evaluating Rove, the important first question is simply which of those relationships you're actually entering—and what responsibilities remain yours once you do.

Home Team Luxury Rentals shares characteristics with many of the companies in this comparison. It combines centralized revenue management with local operations, treats design and amenities as performance levers, invests in guest experience and distribution, and increasingly thinks about luxury rentals as hospitality products rather than simply places to stay.

What makes its model harder to put into a single category is the broader Rise Collective surrounding the management company.

Home Team's approach starts with the performance of the vacation rental, but the expertise available within Rise extends into real estate, financing, design and construction, tax strategy, hospitality, and portfolio growth. Those are separate capabilities—not services automatically included in a Home Team management agreement—but they allow the property to be considered within a much larger investment lifecycle.

Home Team Luxury Rentals at a Glance

Performance Can Mean Changing the Property

Home Team's revenue strategy includes the familiar levers: dynamic pricing, ADR and occupancy management, seasonal and event-based pricing, listing optimization, distribution, guest experience, and ongoing performance analysis.

But the larger question is often:

What should this property become to perform better as both a hospitality product and a real-estate asset?

That can move the conversation beyond pricing into changes such as:

• Adding high-demand amenities
• Improving outdoor entertainment areas
• Redesigning or repurposing underperforming spaces
• Repositioning the home toward a higher-value guest
• Improving photography and listing presentation
• Changing how the property competes within its market
• Evaluating larger construction or investment opportunities

Home Team's own materials explicitly connect amenities, design and property improvements with ADR, conversion, and overall competitiveness. Through Rise, owners can also access separate businesses specializing in areas such as construction, lending and tax strategy.

Many of these individual capabilities aren't unique to Home Team, as the companies throughout this comparison demonstrate. What's distinctive is how broadly the Home Team/Rise ecosystem can approach the performance of a single vacation-rental asset.

Centralized Intelligence, Local Execution

Home Team operates nationally without attempting to build a traditional branch office in every market.

Pricing, listing optimization, distribution, guest communication and performance monitoring are managed through centralized systems, while local cleaning and maintenance partners handle physical execution at the property.

That model has supported rapid expansion. In AirDNA's 2026 Best Property Manager Awards, Home Team — listed under its former Home Team Vacation Rentals name — ranked #4 nationally for listing growth among large property managers, with active listings increasing 70% year over year.

What You Should Know

Home Team's management fees start at 10%, with most relationships falling between 15% and 22%, depending on the property, market, and management scope. The company also operates without long-term management contracts.

Its broader Rise ecosystem should also be understood correctly. Hiring Home Team doesn't mean construction, lending, tax strategy, or other Rise services are automatically bundled into the management fee. The advantage is access to those disciplines when the property's performance problem extends beyond ordinary management.



That's ultimately Home Team's center of gravity. Rather than defining vacation-rental performance solely as bookings, occupancy, or nightly rate, its model increasingly considers the property, hospitality experience, positioning, operations, and underlying asset together.

The companies above demonstrate that luxury vacation rental management can take very different forms. Rather than comparing service lists alone, work through the decision in this order:

1. Define what you want the home to accomplish. Decide whether the priority is investment performance, offsetting the costs of a second home, preserving owner flexibility, improving the property, or building a higher-performing asset over time.
2. Identify what's limiting performance today. Determine whether the opportunity is better pricing and distribution or whether the property itself needs stronger design, amenities, photography, positioning, or guest experience.
3. Define the luxury travelers you want to attract. A family reunion, couples retreat, ski vacation, corporate getaway, and celebration require different properties. Consider whether those guests also expect higher-touch hospitality or concierge services.
4. Understand who will actually operate the property. Ask who oversees housekeeping, inspections, maintenance, guest issues, and other local property management—and how that team communicates with the people responsible for revenue strategy.
5. Find out where demand will come from. Major OTAs are important, but ask what bookings the company can generate through its own brand, direct-booking audience, repeat guests, partnerships, or other demand sources.
6. Compare the entire economic relationship. Look beyond the management percentage to cleaning, maintenance charges, onboarding expenses, channel costs, owner-use restrictions, contract terms, and what happens to future reservations if you leave.
7. Match the manager's capabilities to your objective. The final question is simple: Which parts of my property's performance can this company actually influence, and are those the parts I need to improve?

The right choice among luxury vacation rental management companies isn't necessarily the rental company with the longest service list or lowest advertised fee. It's the one whose capabilities most closely match what you want your vacation home to become.

How Home Team Thinks About Luxury Vacation Rental Performance

We published this comparison because there is a lot to admire in how different companies approach luxury vacation rentals. Some have built exceptional hospitality brands. Others stand out for local operations, asset management, design, direct demand, technology, or the experiences they create around a stay.

Our own approach has been shaped by many of those same ideas, but with one question at the center:

What can we change to make this property perform better?

Sometimes the answer is pricing. Sometimes it's stronger photography, distribution, listing conversion, or local execution. Other times, the biggest opportunity is the home itself — its amenities, design, outdoor spaces, target guest, or overall positioning.

We don't think every performance problem should be solved by changing the nightly rate. If the property can become a better hospitality product, that should be part of the conversation too.

How Home Team Differs From Most Vacation Rental Companies

Home Team provides the core functions owners expect from a full-service manager, including revenue management, distribution, guest communication, marketing, and local property operations. What makes our model somewhat different is how far the performance conversation can extend beyond those functions.

Home Team is part of the broader Rise Collective, an ecosystem of specialized companies serving vacation rental owners and hospitality real estate. When appropriate, that gives owners access to expertise extending into areas such as real estate, design, construction, financing, tax strategy, and broader investment decisions.

Those capabilities aren't automatically part of a Home Team management agreement, and not every property needs them. Their value is that the conversation doesn't necessarily have to stop at “How should we manage this home?”

It can also include questions such as:

• Is the property positioned for the right type of guest?
• Would different amenities materially change its competitive set?
• Is there an underused space that could contribute more to the guest experience?
• Would a renovation or design change justify stronger pricing?
• Is the home reaching the right booking channels and traveler audiences?
• Does the owner's longer-term plan for the asset change what should be done today?

For some owners, excellent day-to-day management is exactly what's needed. For others, the larger opportunity is figuring out what the property could become and then having access to the capabilities required to move it in that direction.

Not every home is a fit for Home Team, and we don't believe every owner needs the same management model. But if you're evaluating management because you believe your property could perform better, we'd be happy to look at the home, understand what you're trying to accomplish, and show you where we see the opportunity.