Post-closing game plan

Casago
Southeast Florida

Stabilize.
Optimize.
Scale.

A 100-day action plan and multi-year growth roadmap for the acquisition of the Casago SE Florida franchise portfolio across Miami, Miami Beach, Fort Lauderdale, and Palm Beach.

Buyer: Remak & Co. (Newco LLC)

Markets: Miami · Miami Beach · Fort Lauderdale · Palm Beach

Target close: Q2 2026

Units at close: ~85 active management contracts

Vacasa's underperformance creates a clear path to value creation in SE Florida

The portfolio was mismanaged on pricing and occupancy. Closing even half the gap to the AirDNA market average unlocks material revenue upside without adding a single unit.

Units at close

4 expected to churn pre-close

$201

Vacasa ADR

vs. $263 market avg (–24%)

41.6%

Vacasa occupancy

vs. 63.8% market avg (–22pp)

$15K

Revenue / home gap

$33,994 Vacasa vs. $49,175 mkt

Three-phase roadmap

Stabilize

Days 1–90 · TSA period

Execute TSA handover from Vacasa

Retain existing GM (Miami, since 2018)

Audit all 85 management contracts

Save 7 at-risk Palm Beach units

Hire payroll accountant, AE, and 3 BDRs

Migrate to Casago tech stack

Optimize

Months 3–12

Sales team active with lead list in hand

Re-price portfolio via Wheelhouse

Launch direct mail + realtor referrals

International OTA coverage (Miami Beach)

Build toward 4.7+ review score average

Scale

Year 2+

240 new units/year by FY2027

Reduce churn from ~20% to ~10%

Add real estate + ancillary services

Refinance Seller Note (institutional)

Evaluate adjacent territory expansion

The pre-close window is for learning, building relationships, and getting a head start — not waiting

Ricardo should arrive at close knowing the GM and LOMs by name, holding a lead gen list, and with owner communications ready to send on Day 1. The personal relocation clock starts here too.

Task	Owner	Support	Detail
Attend Casago University	Ricardo	Casago	Complete Casago's franchisee onboarding training program before close. Learn the brand standards, tech stack, owner onboarding process, and revenue management approach firsthand. Ask Casago if a formal program exists and get scheduled immediately upon LOI execution.
Get connected to a career / executive coach	Orlando	Ricardo	Orlando makes the introduction. Ricardo is stepping into a CEO-level operator role for the first time — a coach helps him prioritize, manage the stress of simultaneous business and personal transition, and accelerate his leadership ramp. Engage before close so the relationship is established before the pressure begins.
Develop lead gen list by zip code	Ricardo	Pablo	Pull STR homeowner data for all 160+ zip codes across Miami-Dade, Broward, and Palm Beach counties via PropStream, STR Insights, or county property records. Pablo can run the data pull and scrub if Ricardo is time-constrained pre-close. This list is the sales team's first tool on Day 1.
Meet the GM and LOMs	Ricardo	Orlando	Schedule in-person meetings with the Miami GM and all Local Operations Managers before close — ideally during a site visit. These are the people Ricardo will depend on most in Weeks 1–4. Understand their tenure, relationships with owners, and any concerns about the transition.
Shadow an owner onboarding meeting	Ricardo	Casago / GM	Observe a live onboarding session — either through Casago's training or with the GM on an active unit. Understand the process end-to-end: contract signing, property setup, listing creation, owner communication. Ricardo will own this process from Day 1.
Prepare owner communications	Ricardo	Orlando, Pablo	Draft and finalize: (1) announcement email introducing new ownership and what changes (software, reporting, point of contact), (2) a short intro video from Ricardo — personal, warm, and reassuring. The video is the highest-leverage retention tool at close. Have both ready to send/publish on Day 1.
Sign apartment lease by April 15	Ricardo	Lynn	Target a 5/1 or 6/1 lease start. Lynn is local to the area and can tour units on Ricardo's behalf, shortlist options, and coordinate logistics. Ricardo makes the final call but doesn't need to be physically present to start the search. Lease signed by 4/15 is the hard deadline.
Research schools for Greyson	Ricardo	Lynn	Identify school options for Greyson before the lease is signed — school district should influence neighborhood selection, not the other way around. Lynn's local knowledge is an asset here. Confirm enrollment requirements and timing for the target start date.

Days 1–60: the TSA window is the highest-intensity period — every week of inaction is pipeline lost

We inherit ~85 units with 4 actively terminating and 7 more at risk. The business and personal tracks run simultaneously — both demand deliberate ownership.

Business priorities — Days 1–60

Priority	Timing	Owner	Support	Action
Deploy owner intro video + announcement email	Day 1	Ricardo	Pablo, Orlando	Send the pre-prepared announcement email and publish Ricardo's intro video to all 85 owners. First impression of new ownership sets the retention tone immediately.
Contact 7 at-risk Palm Beach units	Day 1	Orlando	Ricardo, GM	Owner considering selling the building. Contact immediately — offer to keep the buyer on the program. Reservations currently on hold. Orlando leads this call given his investor credibility.
Audit all 85 homeowner contracts	Week 1	Ricardo	GM	Review each agreement for notice period (90-day out), revenue history, and at-risk flags. Churn driver #1 has been owner revenue dissatisfaction.
Set up PEO for all employees	Week 1	Ricardo	Lynn	Lynn takes the lead on PEO selection, benefits configuration, and initial enrollment paperwork. Ricardo approves the provider choice and signs. Target: Gusto, Justworks, or TriNet. Must be live before first payroll run.
Set up company insurance	Week 1	Ricardo	CRA (via Orlando)	Community Risk Advisors (CRA), part of Orlando's CAM Collective, handles the policy setup. Ricardo coordinates with CRA on coverage needs: general liability, workers' comp, E&O, property. Orlando makes the introduction.
Set up tech stack	Week 2–4	Ricardo	Casago, Pablo	Stand up PMS (Guesty or Streamline), Wheelhouse dynamic pricing, and Casagrow CRM. Pablo can assist with configuration and testing if Ricardo's bandwidth is constrained by operations. Do not migrate live owner data until the stack is tested.
Define onboarding process + ownership	Week 2–3	Ricardo	GM, Casago	Document the full owner onboarding flow: contract → setup → listing → live. Assign clear ownership for each step (Ricardo vs. GM vs. ops). This is the process the sales team hands off to — it must be defined before the first AE close.
Vendor re-negotiation	Week 2	Ricardo	GM	Vacasa paid net-30/45, resulting in lower quality at higher cost. Establish direct vendor relationships — start with housekeeping, currently fully outsourced.
Revenue management reset	Week 3–4	Ricardo	Pablo	Re-price all units via Wheelhouse. Vacasa ADR of $201 is 24% below the $263 market average. Pablo can assist with Wheelhouse setup and running repricing analysis across the portfolio.
Hire payroll accountant	Month 1	Ricardo	Lynn	Lynn screens resumes and conducts first-round interviews. Ricardo makes the final hire decision. Target: CPA or bookkeeper with property management or hospitality accounting experience. Must be in seat before Month 2 payroll cycles begin.
Hire Account Executive (AE)	Month 1–2	Orlando	Ricardo, Lynn	Post on Day 1 (pre-prepared from pre-close). Orlando leads interviews given his sales judgment. Lynn screens inbound resumes. Target: STR or PM sales background, $35–45K base + commission. AE is the revenue growth engine — no delay acceptable.
Hire 3 BDRs	Month 1–2	Orlando	Ricardo, Lynn	BDRs feed the AE pipeline — cold outreach, door-knocking, direct mail follow-up. Lynn screens resumes. Hire in parallel with the AE. The lead gen list built pre-close is their first tool.
Proactive outreach to all 85 owners	Month 1–2	GM	Pablo, Orlando	Personal outreach to every owner. Pablo can conduct direct owner meetings — he's capable of representing new ownership professionally and building rapport. GM leads; Pablo adds capacity where needed.
Digital marketing setup	Month 1–2	Ricardo	Joseph	Joseph (digital marketing contractor) sets up the Casago SE Florida web presence and launches targeted digital ads in the territory. Ricardo sets direction and budget; Joseph executes. Clarify scope of work with Joseph early — website, paid ads, SEO, or all three.

Ricardo's personal track — Days 1–60

Task	Deadline	Support	Detail
Arrive in SE Florida — Day 1	Day 1	—	Ricardo must be on the ground the morning of or day before close. Physical presence from Day 1 is non-negotiable. Temporary housing (booked pre-close) is the base of operations.
Sign permanent lease by April 15	April 15	Lynn	Hard deadline for a 5/1 or 6/1 lease start. Lynn has been helping shortlist options and tour units pre-close. Lease is required for school enrollment and FL driver's license — it unlocks the rest of the relocation checklist.
Enroll Greyson in local school	Month 2	Lynn	Complete enrollment once the lease is signed and the address is established. Lynn's local knowledge is invaluable here — she can handle in-person enrollment appointments on Ricardo's behalf if needed. Florida public schools require lease + immunization records + prior school records.
Move family to SE Florida by July 1	July 1	Pablo, Lynn	Hard deadline. Book movers 3+ weeks in advance — SE Florida is high-demand. Pablo can assist with logistics coordination. Lynn can help set up the home pre-arrival so the family walks into a functional space, not boxes. Time the move for a low-intensity period (avoid start-of-month payroll and owner payout week).
FL driver's license + vehicle registration	Within 30 days of lease	—	Florida requires a FL license within 30 days of establishing residency. DHSMV appointments recommended — walk-in wait times can be 2–3 hours. Ricardo and spouse complete this as soon as the lease is signed.
Health insurance transition	Month 1	Lynn	Enroll Ricardo and family in the Newco group health plan through the PEO from Day 1. Lynn coordinates PEO benefits setup — confirm network coverage includes pediatric providers in the chosen neighborhood.

Building the sales team is a Day 1 priority — not Month 3

Vacasa had no effective local sales presence in SE Florida. A market with 27,973 active STR listings should support an AE closing 6–10 homes per month. Every week without one is pipeline we'll never recover.

Sales team structure

Role	Function	Timing
Account Executive (AE)	Closes homeowners — pipeline to signed contract	Month 1–2
BDR × 3	Top-of-funnel: cold outreach, direct mail follow-up, door-knocking	Month 1–2
Joseph (contractor)	Digital ads + web presence — inbound lead generation	Month 1

Model assumes 1 AE + 3 BDRs at steady state, targeting 6–10 closes/month. Add AE #2 as pipeline proves out.

Lead data strategy

Source	What we get	Priority
Vacasa Salesforce CRM	Churned owners + warm prospects already in pipeline	Day 1
Lead gen list PropStream, STR Insights	Homeowner names + addresses for all STR zips (built pre-close)	Day 1
AirDNA / Transparent	Active listing data by zip — self-managed homes as targets	Week 2
County property records	Owner name + mailing address for direct mail	Week 2
Realtor network	Warm referrals from agents with STR investor clients	Month 2
Digital ads (Joseph)	Inbound leads via targeted paid campaigns in territory	Month 2

Territory coverage and TAM

County	Markets	AirDNA active listings	Vacasa current share	Priority
Miami-Dade	Miami · Miami Beach	~18,000 est.	<0.5%	Highest
Broward	Fort Lauderdale corridor	~7,000 est.	<1%	Highest
Palm Beach	Palm Beach corridor	~3,000 est.	<1%	High
Total territory	4 markets · 160+ zip codes	~27,973	0.3%	Massive TAM

Better revenue management and a local sales function are the two highest-leverage growth levers

Primary churn driver is owner revenue dissatisfaction. Fixing ADR and occupancy retains existing owners and makes winning new ones easier.

Owner acquisition channels

Channel	Approach
Direct mail	Monthly drops to STR homeowners in our zip codes. Lead with ADR improvement proof points under new ownership.
Realtor referrals	The "gold standard" per Casago. Orlando's network in South Florida is a warm starting point.
Vacasa re-wins	Inherit Salesforce CRM with all churned owners. Target ex-Vacasa owners who left over revenue dissatisfaction.
Digital ads (Joseph)	Targeted paid campaigns in territory. Joseph executes; Ricardo sets budget and direction.
Owner direct outreach	BDRs run cold outreach from the pre-close lead gen list. Pablo can join owner meetings to add capacity.

AE benchmarks

Scenario	Closes / month
Casago base quota	3–4 ("too low" for FL)
Solid performer — our target	6–10
Top 10–15% performer	10–15

Revenue management uplift

Vacasa ADR (current)

$201

Year 1 target ADR

$211

AirDNA market average

$263

Vacasa occupancy

41.6%

AirDNA market occupancy

63.8%

Revenue/home — Vacasa

$34K

Revenue/home — market

$49K

Review score and churn

Rating	Annual churn rate
4.7+ stars	~10% industry avg
Below 4.7 stars	~20% (2× penalty)
Vacasa current (est.)	Below 4.7 — primary churn driver

Business reaches EBITDA breakeven in December 2026 and sustains profitability through FY2027

The model is cash-flow negative through most of Year 1 as costs ramp ahead of unit growth. The WC facility and Seller Note are designed to carry us through this period.

Deal structure

Item	Amount
Purchase price (~85 units × $3K)	~$255K
Franchise fees (4 markets, 50% off)	$224K
Seller Note combined (@ 8%)	~$479K
Working capital facility (@ 8%)	$250K
Remak cash equity contribution	$150K
Clawback provision	$3K/unit · 24 mo

Key financial milestones

Milestone	Target
First EBITDA+ month	Dec 2026
WC facility repaid in full	Nov 2026
FY2027 full-year EBITDA positive	$219K
Minimum annual royalty kicks in	Year 2 ($52.5K)
First owner distribution	FY2029 ($517K)
Seller Note refinance	End of Year 5

Open deal points requiring resolution

Item	Status	Notes
Personal guarantee (PG)	Red line	Remak refuses full PG. Joe Riley's counter: PG only for WC facility + franchise fees, or a convertible note / equity position. Needs resolution before signing.
TSA monthly cost	TBD	Priced at cost + 10%. Seller to provide monthly estimate. Model assumes $10K/month for 6 months ($60K total).
Franchise fee note structure	Open	Remak assumes rolling $224K into Seller Note means Casago receives cash from another entity. Seller to confirm prior to execution.
Ricardo "profitable" trigger	Open	Base salary increases from $160K to $215K once profitable. Define trigger: first EBITDA+ month, or trailing average?

A lean leadership team with clear roles — and the right people supporting from behind the scenes

Ricardo runs the business day-to-day. Orlando, Pablo, and Lynn are active contributors in their lanes — not passengers. Inherited staff from Vacasa fill the operational core from Day 1.

Investors & ownership

Orlando Remak
Primary Investor · Board
Strategy · Capital · Quarterly + monthly meetings
Not available day-to-day

Pablo
Minority Investor · Hands-on
Owner meetings · Rev mgmt tools · Ricardo's move · Ad hoc support
Not full-time · Learning the industry

Operator

Ricardo Remak
CEO · Day-to-day Operator
All employees · Financial performance · Customers · TSA · Sales hiring · Vision & execution · $160K base

Support team (non-employee)

Lynn

Orlando's mom · HR support

PEO setup · Hiring & benefits · Resume screening · Ricardo's relocation

Retiree · Not full-time · Local to Ricardo's new city

Joseph

Digital Marketing Contractor

Website · Targeted digital ads · Inbound lead gen

Contractor · Scope TBD

CRA

Community Risk Advisors

Company insurance policies · Part of Orlando's CAM Collective

External agency

Fractional Bookkeeper

Outsourced accounting

QBO setup · Monthly close · Trust accounting workflow

~$3K/month

Inherited at close from Vacasa

General Manager

Miami · since 2018

Expected to stay · $70K

Local Ops Managers

3 FTEs at close

1 per ~70 units · $50K each

Property Caretakers

2 FTEs at close

1 per ~80 units · $40K each

Maintenance Tech

1 FTE at close

~88 WOs/mo · $40K

New hires — Days 1–60

Account Executive

Month 1–2 hire · urgent

6–10 closes/mo · $35–45K + commission

BDR × 3

Month 1–2 hire · urgent

Top-of-funnel outreach · feeds AE pipeline

Payroll Accountant

Month 1 hire

Property mgmt accounting exp preferred · $50K

Guest Services Rep

Month 2 hire

In-house guest comms · $38K

Three parallel workstreams must be live before the first employee is paid or the first reservation is processed

HR infrastructure, accounting (QBO), and the PMS are pre-revenue requirements. Delays in any one creates payroll, compliance, or operations risk.

Workstream 1 — HR & people infrastructure

Task	Timing	Owner	Support	Detail
Form Newco LLC	Pre-close	Orlando + counsel	Ricardo	File articles of organization in Florida. Obtain EIN from IRS (Form SS-4). This is the employer of record for all hires.
Open business bank account	Pre-close	Ricardo	—	Requires EIN + articles. Separate operating account from owner trust account — Florida law requires segregated trust accounting.
Select PEO or payroll provider	Week 1	Ricardo	Lynn	Lynn takes the lead on vetting options and configuring benefits enrollment. Options: Gusto, Justworks, TriNet. Ricardo approves. Must be live before first payroll run.
Register as FL employer / SUI	Week 1	Ricardo	Lynn, counsel	Register with Florida Dept. of Revenue for SUI. County-level business licenses required in Miami-Dade, Broward, Palm Beach. Lynn assists with paperwork.
Set up company insurance policies	Week 1	Ricardo	CRA (Orlando)	CRA (Community Risk Advisors, Orlando's CAM Collective) handles policy setup: general liability, workers' comp, E&O, property. Orlando makes the introduction on Day 1.
Draft offer letter templates + commission plan	Week 1–2	Ricardo	Lynn, Orlando	Lynn drafts templates for: salaried exempt, hourly non-exempt, and sales rep with commission addendum. Florida requires commission agreements in writing. Have counsel review before first use.
Resume screening + first-round interviews (AE + BDRs)	Week 1–3	Orlando	Lynn	Lynn screens inbound resumes and conducts first-round phone screens. Orlando conducts substantive interviews given his sales judgment. Ricardo makes final calls on AE hire.

Workstream 2 — QuickBooks Online (QBO) setup

Task	Timing	Owner	Support	Detail
Subscribe and configure QBO Advanced	Week 1	Ricardo	Bookkeeper	QBO Advanced supports class and location tracking to segment revenue by market: Miami, Miami Beach, Fort Lauderdale, Palm Beach.
Build chart of accounts	Week 1	Bookkeeper	Ricardo	Revenue: Management Fee, HK, Onboarding Fee, Maintenance. Expenses: Field Ops Payroll, G&A Payroll, HK (outsourced), Royalty Fee, TSA Expense, Merchant Fees. Separate liability account for owner trust funds.
Enable class + location tracking	Week 1	Bookkeeper	—	Classes = cost category (Field Ops, G&A, Sales). Locations = market. Allows P&L by market — critical for royalty calculations.
Connect bank feeds	Week 1	Ricardo	Bookkeeper	Connect operating and trust accounts. Set up bank rules for recurring transactions. Do not co-mingle trust account with operating.
Owner trust accounting workflow	Week 2	Bookkeeper	Ricardo	Monthly: collect gross booking revenue into trust → pay owner net by the 15th → recognize mgmt fee revenue in QBO at time of payout. Reconcile trust monthly.
Royalty fee tracking setup	Week 2	Bookkeeper	—	Royalty calculated on GRR only — not HK fees, damage waivers, or onboarding fees. Set up monthly calculation template. Submit to Casago by agreed reporting deadline.

Workstream 3 — property management system (PMS)

Task	Timing	Owner	Support	Detail
Confirm PMS selection with Casago	Pre-close	Ricardo	Casago, Pablo	Casago includes Guesty or Streamline in the royalty fee. Confirm which is provided. Guesty stronger for multi-channel OTA; Streamline deeper on owner accounting.
Request data export from Vacasa	Pre-close	Orlando	Casago, Ricardo	Negotiate: all active property records, upcoming reservation details, owner agreement terms, historical performance data per unit.
Set up PMS + import 85 listings	Week 1–2	Ricardo	GM, Pablo	Bulk import from Vacasa export. Flag ~19% without keyless entry for manual access protocol. Pablo can assist with configuration and data entry.
Migrate future reservations	Week 1–2	Ricardo	GM	All pre-existing reservations must be honored per LOI Section 12. This is operationally the highest-risk step of the transition.
Connect OTA channels	Week 2	Ricardo	Casago	Connect: Airbnb (dominant), VRBO, Booking.com, Vacasa.com, Casago.com, and international agencies for Miami Beach.
Configure Wheelhouse dynamic pricing	Week 2–3	Ricardo	Pablo	Connect Wheelhouse to new PMS. Set base price, min/max floors, seasonality weights. Pablo can assist with Wheelhouse setup and portfolio repricing analysis.
Configure guest messaging automation	Week 2–3	Ricardo	Guest Services Rep	Set up sequences: booking confirmation → 7-day pre-arrival → day-of welcome → mid-stay check-in → checkout reminder → post-stay review request.
Owner portal + monthly statement setup	Month 2	Ricardo	Bookkeeper	Each owner sees: upcoming reservations, occupancy calendar, monthly revenue statements by the 15th. Transparent reporting is the #1 retention lever.

Trust accounts must be open, funded, and reconciled before the first guest deposit is received

Florida law requires vacation rental managers to hold guest deposits and owner funds in a separate, segregated trust account. Commingling with operating funds is a serious legal violation.

Florida legal framework

Requirement	Authority	Detail
Segregated trust account	FL Stat. §509 / §83	All guest deposits, prepaid rents, and owner payables must be held in a trust account separate from operating funds. Applies regardless of whether a real estate license is held.
Florida vacation rental license	DBPR / FL Stat. §509	Each property must be licensed as a vacation rental with DBPR. Property-level license (not company-level). Vacasa held these — confirm transfer or re-registration for all 85 units as part of the TSA.
Transient rental tax registration	FL Dept. of Revenue	Register before processing the first reservation. 6% state sales tax + county surtax (Miami-Dade 7%, Broward 6%, Palm Beach 7%). Model assumes 12% blended transient tax on pre-tax GBV.
HOA and condo restrictions	Local / HOA rules	4–5 condo units have HOA-set 30-day minimum stays. Cannot be marketed as standard nightly rentals — flag separately in the PMS.

Account structure

Account	Type	Timing	Purpose
Operating account	Business checking	Pre-close	Company funds only: payroll, vendor payments, rent, Casago royalties, TSA. All earned revenue swept here after monthly owner payout cycle.
Guest deposit trust account	Business checking — trust	Pre-close	Holds all guest payments from booking until checkout. Do not recognize as revenue or sweep to operating until payout cycle.
Owner reserve account	Business checking — trust	Week 1	Holds owner net proceeds between checkout and 15th-of-month payout. Keep separate from guest deposit trust for clean reconciliation.
Tax withholding account	Business savings	Week 2	Transient rental taxes (12% of GBV) must be remitted monthly. Hold dedicated — never accidentally spend. Auto-transfer from each booking.
Working capital facility account	Separate business checking	At close	$250K WC facility funded at closing. Hold in dedicated account. Track draws and repayments as a liability in QBO.

Closing — trust account handover from Vacasa

Item	Timing	What to demand and verify
Trust account balance schedule	Pre-close	Demand complete schedule from Vacasa: every future reservation, amount collected, net owner payable. Reconcile line-by-line before signing purchase agreement.
Seller funding of trust liabilities	At close	LOI Section 6 requires Seller to fund Newco with all guest deposits, prepaid reservations, and owner payables. Wire must land in trust account — not operating. Verify wire matches schedule to the dollar.
Transient tax liability	Pre-close	Confirm all transient rental taxes for pre-close bookings have been remitted. Request last 3 months of FL Dept. of Revenue filings as part of due diligence.
DBPR vacation rental licenses	Week 1–2	Each property's DBPR license is in Vacasa's name. Determine whether licenses transfer or must be re-applied for (2–4 weeks). Properties cannot legally operate during a lapsed license period.

90-day accountability chart — one owner per workstream, no exceptions

Every critical task in the first 90 days has a single accountable owner. Shared ownership means no ownership. Lynn, Pablo, and Joseph are in the Support column — not the accountable column.

Legend:

Accountable

Supporting

Informed only

Workstream / Task	Deadline	Orlando	Pablo	Lynn	GM / Ops	Joseph / CRA
PRE-CLOSE
Casago University training	Pre-close		—	—	—	—
Connect Ricardo with executive coach	Pre-close		—	—	—	—
Build lead gen list by zip code	Pre-close	—		—	—	—
Meet GM and LOMs in person	Pre-close		—	—	—	—
Shadow owner onboarding meeting	Pre-close	—	—	—		—
Prepare owner announcement email + intro video	Pre-close			—	—	—
Sign apartment lease by 4/15	April 15	—	—		—	—
LEGAL & ENTITY
Form Newco LLC + obtain EIN	Pre-close		—	—	—	—
Register FL employer / SUI / transient tax	Pre-close		—		—	—
DBPR vacation rental license transfer	Pre-close		—	—		—
HR, INSURANCE & PEOPLE
Select PEO / payroll provider	Week 1		—		—	—
Set up company insurance (CRA)	Week 1		—	—	—
Onboard GM + inherited field staff	Day 1 / Week 1	—	—	—		—
Draft offer letters + commission plan	Week 1–2		—		—	—
Screen + interview AE candidates	Week 1–3		—		—	—
Hire AE + 3 BDRs	Month 1–2		—		—	—
Hire payroll accountant	Month 1		—		—	—
BANKING & TRUST ACCOUNTS
Open operating + trust accounts	Pre-close		—	—	—	—
Verify + receive Seller trust funding wire	At close		—	—	—	—
TECH STACK & PMS
Confirm PMS + negotiate Vacasa data export	Pre-close		—	—	—	—
Set up PMS + import 85 listings	Week 1–2	—		—		—
Migrate future reservations	Week 1–2	—	—	—		—
Connect OTA channels	Week 2	—	—	—	—	—
Configure Wheelhouse pricing	Week 2–3	—		—	—	—
Digital ads + website launch (Joseph)	Month 1–2		—	—	—
OWNER RETENTION & SALES
Deploy owner intro video + announcement	Day 1			—	—	—
Contact 7 at-risk Palm Beach units	Day 1			—		—
Audit all 85 homeowner contracts	Week 1		—	—		—
Proactive outreach to all 85 owners	Month 1–2			—		—
RICARDO — PERSONAL & RELOCATION
Sign lease by April 15 (5/1 or 6/1 start)	April 15	—	—		—	—
Enroll Greyson in local school	Month 2	—	—		—	—
Move family to SE Florida by July 1	July 1				—	—
FL driver's license + vehicle registration	Within 30 days of lease	—	—	—	—	—

Two reporting rhythms: bi-weekly cash visibility and a quarterly EOS-format business review

Ricardo owns both. Orlando and Pablo are recipients — not producers. The goal is zero surprises on cash and a structured quarterly conversation that moves from scorecard to issues to rocks.

Bi-weekly cash & forecast report

Format & delivery

Item	Detail
Frequency	Every other Friday, starting Week 2 post-close
Recipients	Orlando (primary), Pablo (CC)
Produced by	Ricardo (with bookkeeper support on QBO pulls)
Format	1-page email with attached QBO snapshot
Deadline	Sent by 5pm Friday; if a holiday, prior Thursday

Required content — every report

Section	What to include
Cash position	Operating account balance, trust account balance, WC facility drawn vs. available
2-week cash forecast	Expected inflows (OTA remittances), expected outflows (payroll, vendors, royalty, TSA), net projected ending balance
Unit count	Active units vs. prior period; any new signs or churns
Revenue snapshot	GBV and GRR month-to-date vs. prior month same period
Flags	Any cash risk, vendor issues, owner termination notices — max 3 bullets, action-oriented

Quarterly scorecard — KPIs

Metric	Owner	Target (Year 1)	Why it matters
Active units under management	Ricardo / GM	85 → 110 by Q4	Primary growth driver; every unit adds ~$8,500 managed revenue/year
Net unit change	Ricardo / AE	+5/month by Month 3	Churn-adjusted growth — the number that actually matters
Average ADR	Ricardo (Wheelhouse)	$211 by Q2	Single biggest lever on owner revenue satisfaction
Average occupancy rate	Ricardo (Wheelhouse)	50%+ by Q3	Tracks revenue management progress toward market avg of 63.8%
Owner churn rate	GM	<15% annualized by Q3	Leading indicator of owner satisfaction
Average guest review score	Guest services rep	4.6+ by Q2, 4.7+ by Q4	Below 4.7 drives 2× churn; above 4.7 is the retention floor
WC facility balance	Ricardo	Declining toward $0 by Nov 2026	Tracks liquidity health; should trend down as revenue ramps

Ricardo's relocation runs in parallel with the business — it cannot fall to the back of the queue

Hard dates: lease signed by April 15, family moves by July 1, Greyson enrolled before school starts. Lynn is local and can handle logistics Ricardo can't manage remotely.

Key dates and milestones

Deadline	Task	Support	Detail
April 15	Sign apartment lease	Lynn	Target a 5/1 or 6/1 start date. Lynn is local to the area and can tour units, shortlist options, and coordinate. Ricardo signs. Lease unlocks school enrollment and FL driver's license — everything else follows from this date.
Day 1	Arrive in SE Florida (solo)	—	Ricardo must be physically present on closing day. Temporary furnished housing is the base of operations for the first 60 days. Do not book through Casago-managed units.
Month 1–2	Enroll Greyson in local school	Lynn	School district determines neighborhood, not the other way around. Lynn's local knowledge is the key asset here — she can handle in-person enrollment appointments. FL public schools require: lease, photo ID, immunization records, prior school records.
Month 2	FL driver's license + vehicle registration	—	Required within 30 days of establishing residency. DHSMV appointments recommended — walk-in wait times can be 2–3 hours. Ricardo and spouse complete this as soon as the lease is signed.
Month 2	Health insurance transition	Lynn	Enroll Ricardo and family in Newco group health plan through the PEO from Day 1. Lynn coordinates PEO benefits setup — confirm network coverage includes pediatric providers in the chosen neighborhood.
July 1	Family moves to SE Florida	Pablo, Lynn	Hard deadline. Book movers 3+ weeks in advance — SE Florida is high-demand for movers. Pablo assists with logistics coordination; Lynn can help set up the home pre-arrival. Time the move to avoid start-of-month payroll and owner payout week.

Neighborhood + school research

City base	Neighborhoods to evaluate	School notes
Miami	Coconut Grove, Coral Gables, Pinecrest, South Miami	Miami-Dade public schools — district enrollment, test scores vary significantly by zone. Strong private school options in Coral Gables and Pinecrest.
Fort Lauderdale	Weston, Plantation, Davie (schools), Las Olas (walkable, no kids)	Broward County schools — Weston and Plantation consistently rated highly. Better commute balance to Palm Beach than Miami.