However, if someone is depending on that revenue to meet their regular bills, then they might benefit more from a cash flow property instead.

I don't mind doing this as I know my market inside out and I obviously want to make sure we are maximizing revenue.

Alternatively, the standard third party manager is incentivized to increase revenue and only control expenses to the level of NOT being fired.  

I've done Acquisitions with several institutional investors and have thought about this very concept - Acquisitions-as-a-service (or asset-management-AAS, or revenue-management-AAS).

In the particular course I took, he just assumes a particular NOI and growth, whereas my model breaks out both the revenue and expenses a little more as is done in other models to calculate NOI. 

Option 1 allows you to spread your investment across three properties, considerably increasing your rental revenue and accelerating portfolio growth; however, maintaining several mortgages can be difficult, potentially limiting your cash flow, especially if one property is vacant.

We would like to keep the operating revenue and expenses separate from our personal stuff but want to file them along with our personal tax returns.

Again, I'm interested to see if ski towns outside of Colorado have seen the same dynamic with STRs where home price increases have outpaced stagnant STR revenue.

They both charge 8-9 percent preferred, 1 percent in acquisition, 4 percent in property management as a percent of revenues, and 80/20. 

There is a small group of locals who are anti-STR but the good majority are pro-STR due the the fact that STRs bring a ton of revenue for local businesses and jobs for locals.Regarding summers, the temperature is the hottest in August and can get up to 100 degrees so STRs with pools do better in the summer.