Short-term Rental Management Partners
Sutton & Co. charges a flat 18% of booking revenue, and that is the total cost. No hidden fees, no marketing add-ons, no surprises on your statement, just transparent, full-service management.
Returned within 48 hours. No obligation.
The first one is what you pay, not the rate in the agreement, the total. Pull your last twelve statements, add up every deduction on all of them, and divide by what the property earned. Booking fees if there were any, software or technology charges, a linen program, a maintenance plan you agreed to once and stopped noticing.
It takes an afternoon, and most owners have never done it, which is the whole reason it works.
The second number never appears anywhere: the revenue you left on the table. Your current statements show what you earned, but not what you could have earned. Did your occupancy track with similar properties, or did your manager leave your rates stagnant during peak weekends? Do they let PriceLabs or Beyond replace revenue management? That gap is costing you money, and it’s the number they never want you to see.
When you raise concerns, do you get an explanation? “The market is soft.” “It’s seasonality.” “Everyone is down this year.” Some of this may be true.
“The market is soft” is very hard to argue with when nobody has shown you the market.
Paying an amount they can’t easily total, earning an amount they can’t easily judge, and holding a property somebody else is answering questions about.
We built this so both numbers are visible from the start. You know what you pay and you know what it is getting you.
We run the revenue side and the guest side ourselves. The physical work is done by local vendors we source, schedule and hold to standard. Both halves are ours to answer for.
Rate and minimum-stay decisions get made against what comparable properties near you are actually getting, several times a week. We measure the result against that comp set rather than against last year, because a good year in a strong market isn’t the same thing as a good result.
Airbnb, Vrbo and Booking.com, kept in sync rather than run off one platform the way a co-host arrangement is. Listing copy, photography direction, calendars, reservations, and every guest message from the first question to checkout, including the ones that arrive at eleven at night.
Cleaning, turnovers, linen and maintenance are done by contracted local vendors we source, schedule and hold to a standard we set. Maintenance gets triaged before it turns into an emergency, which is most of the reason emergencies stay rare.
One invoice, broken down for you, and a monthly owner report showing the performance of your properties. You will have a monthly call to go over what went well that month and what didn’t, but outside of that, you can reach us anytime.
Platform payouts go straight to you, and we never hold your money or your guests’ money at any point. Our fee is invoiced to you separately, after the fact, so you see the full revenue before anything comes out of it.
18%
Eighteen percent of what the property earned.
What never appears on it
Changing managers is real work, and it is the reason most owners stay somewhere they are unhappy, so here is the whole thing, and you can decide whether it is worth it rather than guessing.
You give us access to whatever you are already using, and nothing gets rebuilt that does not need rebuilding.
A detailed pass through your listings, your operations and your revenue. Not the free version, the long one, on everything.
A revenue and marketing plan, an operations plan, and a budget. All three in writing, all three in front of you before anything changes.
From signing to full swing runs about a month, timed to when the contract begins.
You are not handing over a property and hoping, you see the audit, the plans, and the budget before anything moves. All of your current bookings are honored and remain fully managed, so no guest is displaced or even aware of the transition.
We built this company because we were tired of seeing owners treated like portfolio numbers. When you call us, you aren’t talking to a support desk; you’re talking to the people who are actually running your property.
We’re a family operation. That isn’t a tagline, it’s the org chart. It is also why you can reach one of us.
Founder
I’ve managed over $40 million in assets, led teams of thirty and more, and taken properties to the top-performing position in their markets. What I took away from doing it is that the difference between a property that performs and one that doesn’t is almost never the property, it’s whether someone was paying attention on the days when nothing appeared to be happening.
Short-term rental management inherited most of its habits from traditional real estate, where the job effectively ends once the deal is signed. True hospitality doesn't have that luxury. If you make a pricing error on a Tuesday, you see the consequences by Wednesday morning. We don’t wait for an end-of-month report to catch those misses, we catch them in real-time.
I’ve been in hospitality since I was nineteen, I’ve never done anything else, and I don’t plan to. When an owner joins Sutton & Co. they’re joining a family operation, and we look after our owners and their assets the way we look after each other.
Operations Manager
Tammy brings twenty-five years of experience in records management and team leadership, a career dedicated to ensuring that what is supposed to happen, actually happens. She brings that same obsession for detail to vendor coordination. She sources, schedules, and holds the local crews who clean, turn, and maintain your property to the standard we set. Her expectations are high, her follow-up is relentless, and vendors learn very quickly that the job isn't done until it is done right.
Accounts and Guest Experience Manager
Genesis handles our accounts: invoicing, reporting, and the records behind both. She makes sure you can see precisely how our fee was calculated and what performance sits behind it. She came out of state benefits administration, where accuracy is a compliance obligation rather than a matter of housekeeping, and she has held this side of the business to that same standard. Her position is that an owner should never have to ask a financial question twice.
She also leads our guest experience. Just as an owner shouldn't have to audit their own books, a guest shouldn't have to wonder if their stay is confirmed, supported, or handled. Whether she is reconciling a statement or troubleshooting a reservation at nine at night, the principle is the same, you deserve absolute clarity, zero stress, and an answer the first time you ask.
Office Manager
Blake manages our office, which means he is the person responsible for ensuring we actually do what we say we are going to do. He is the central nervous system of our team, the person who ensures that promises made to owners don’t get lost in the day-to-day noise. If a detail needs to be tracked, a task delegated, or a standard met, Blake is the one ensuring it gets done, and done to the letter. He demands that same consistency from the rest of us, and if things are moving, it’s because Blake is keeping them in motion.
Are you competitive in your market? Are you getting what you are paying for from your property manager? Is revenue leaking out instead of into your pocket?
Then, nothing happens unless you want it to. We are here to help. If you want to go through the findings in detail, you can schedule a call with no obligations attached. We will tell you what we would do to help you address these problems, but it’s up to you if we are the ones to fix it. If you’d rather take the report to your current manager and use it as leverage, do that; it’s yours either way and we want you to have the best outcome for you.
