“I think the simplest thing is to think about the size you want to be, not today, but in two or three years’ time.”
When Merilee launched Under the Doormat she was doing whatever it took to keep the business moving. Linen changes were handled manually. Multiple disjointed systems were stitched together. Decisions were made for speed, not strategy.
But as the portfolio grew, one thing became clear: the systems that help you survive are not the systems that help you optimize revenue.
Revenue management isn’t in a bubble, separate from other aspects of your operation. To price effectively, forecast demand, and manage profitability across a growing portfolio, you need infrastructure that supports consistency, visibility, and repeatability. That means building processes, tools, and reporting structures for the company you want to become. Not the one you are today.
Merilee emphasizes that growth stalls when operators rely on short‑term fixes. Without standardized workflows, onboarding new team members takes months. Without clean data, pricing decisions are reactive. Without integrated systems, revenue insights arrive too late to matter.
For many operators, this work happens while the business is already running at full speed. Merilee compares it to changing tires on a car going 100 miles per hour. But without investing in scalable infrastructure, revenue plateaus, margins erode, and burnout sets in long before portfolio size becomes the real problem.
“Death by Chrome Tab” Is a Revenue Problem, Not Just an Ops Problem
“Death by Chrome tab—because you’ve got 10 different apps open that don’t talk to each other.”
That phrase, coined by Under the Doormat COO Richard, captures a reality most property managers know well. Pricing tools, PMS platforms, CRM systems, accounting software, and field operations tools all exist in isolation. Each one may be useful on its own, but together they create friction that directly impacts revenue.
When systems don’t communicate:
- Pricing decisions are made without full demand or cost context
- Reporting lags behind real‑time performance
- New hires take months to become productive
- Revenue leakage goes unnoticed
The true cost of technology isn’t the subscription fee—it’s the operational drag created by disconnected systems. From a revenue‑management perspective, integration isn’t a nice‑to‑have; it’s foundational. You can’t optimize pricing, forecast demand, or evaluate channel performance if your data lives in silos.
AI, Data Ownership, and the Future of Revenue Optimization
“In an AI world, the assets are ultimately the most important thing.”
Merilee identifies two pillars that will define revenue leaders in an AI‑driven market:
1. The supply
Exclusive owner contracts give property managers control over pricing, availability, and distribution strategy. As AI reshapes how guests search and book, the managers who control inventory—not just access it—retain pricing power.
2. The data
Revenue optimization depends on clean, centralized data. When booking behavior, guest communication, pricing history, and operational costs all live in one system, AI can be trained to respond intelligently, forecast accurately, and act in brand‑appropriate ways.
Guests don’t want automation for automation’s sake. They want fast, accurate answers without friction. If AI can handle 80–90% of guest inquiries using centralized data and clear rules, revenue teams can focus on pricing strategy, owner performance, and demand planning rather than spending hours checking their inbox.
Revenue Standards Without Revenue Generalization
“I like to use the phrase ‘standards, not standardization.’”
As property management companies scale, there’s a real risk of flattening the uniqueness that drives demand. From a revenue standpoint, this matters. Vacation rentals don’t win by competing with hotels on uniformity. Short-term rentals properties were created to offer differentiated experiences that command premium pricing.
Professionalization should raise standards around safety, consistency, and service instead of stripping away character. Merilee draws a clear line between operational discipline and standardization. Revenue management thrives when properties retain their individuality while meeting predictable service benchmarks. Every shouldn’t share a revenue strategy either. Your revenue should also be segmented based on your market, customer segmentation, and seasonality.
Examples discussed in the episode reinforce the point that scale doesn’t have to dilute value. In fact, preserving local identity often strengthens pricing power when supported by centralized revenue strategy.
Advocacy, Market Access, and Revenue Expansion
“Our goal as an industry is to grow responsibly.”
Regulation is often framed as a threat, but Merilee approaches it as a growth opportunity. That is, if operators lead with data. She has consistently demonstrated that short‑term rentals drive significantly more economic activity than vacant homes, benefiting local businesses, tax bases, and employment.
The Homes for NHS initiative during COVID is a powerful example. What began as a crisis response, providing free accommodations for healthcare workers, evolved into something much larger: the first government contract awarded to the UK short‑term rental industry and the sector’s first integration into the global distribution system via Amadeus.
From a revenue perspective, this unlocked entirely new demand channels. Access to corporate travel and traditional travel agency networks expanded the addressable market for vacation rentals—proof that advocacy, transparency, and collaboration can directly enable revenue growth.
For operators facing HOA resistance or regulatory pressure, Merilee’s advice is consistent: don’t wait until revenue is threatened. Bring data early. Offer visibility. Use technology to demonstrate control and accountability.
Defining Your Revenue Advantage and Protecting It
“At the end of the day, you have two customers: owners and guests.”
Merilee closes the conversation with clarity that resonates strongly from a revenue‑management standpoint. Scaling successfully doesn’t mean you have to know how to do everything, but you have to know your strengths and when to find partners who can fill in the gaps.
Some operators excel at owner acquisition and retention. Others build powerful direct‑booking engines. Others maximize reach through OTAs with disciplined pricing controls. The mistake is trying to pursue all strategies at once without the systems to support them.
Revenue leaders understand:
- Their unique value proposition
- The data required to support it
- The technology and partnerships that reinforce it
Trying to internalize every function creates complexity that dilutes focus and slows decision‑making. Sustainable growth comes from aligning revenue strategy with operational reality.
Conclusion
Merilee Karr offers a grounded, revenue‑focused blueprint for scaling property management companies in a rapidly evolving market. From integrated systems and AI readiness to supply control and market advocacy, the message is consistent: profitable growth is intentional, data‑driven, and built for the long term.
Whether you’re scaling from 20 properties to 200 or preparing for your next phase of growth, this episode reinforces a critical truth: revenue doesn’t scale by accident. It scales when infrastructure, strategy, and clarity are aligned.
If you’re looking for a revenue management partner that will scale with you, schedule your free demo today!