SFH Rental Analyzer
  Single-family home — rental analyzer
  

  
  
  
Evaluating a purchase
Analyzing a property I own

  Property (address or name) optional — shows on the saved report
  
PurchasePurchase price ($)
Down payment
          
            %
            $
          
        
          $
          
          %
        
Closing costs
          
            $
            %
          
        
          $
          
          %
        
Renovation costs ($)Added to total cash to close. May be funded by 2nd loan.
Value after renovations ($) auto: purchase + 70% of reno↺ Reset to auto-calculated value
Drives cap rate, equity, appreciation, and sale proceeds. Default assumes 70% of reno cost flows to value.
PropertyCap rate and equity use the value basis (current market value or post-reno if planning improvements). Cash-on-cash uses total cash invested.
Original purchase price ($)
Current market value ($)
Total cash invested so far ($) down + closing + past reno
      
    
Planned renovation ($) future work, 0 if none
      
    
Value after planned renovations ($) auto: current + 70% of planned reno↺ Reset to auto-calculated value
If planning improvements, this becomes the basis for cap rate, equity, appreciation, and sale proceeds. Planned reno is added to total cash invested.
First loanPrincipal + interest
Interest only
Interest rate (%)
Loan term (yrs)
1st loan balance ($) auto-filled, edit to override↺ Reset to calculated value
Monthly payment (1st loan)—
Extra monthly principal — 1st loan ($)
Second loanPrincipal + interest
Interest only
Loan balance ($)
Interest rate (%)
Loan term (yrs)
Monthly payment (2nd loan)—
Extra monthly principal — 2nd loan ($)
Set balance to 0 if no second loan.
Cash flow reinvestment Reinvest positive cash flow into loansYears until you take cash flow (e.g. retirement)
While working: surplus goes to 2nd loan first, then 1st.
After your chosen years: cash flow goes into your pocket.
IncomeMonthly rent ($)
Vacancy (%)
Annual rent growth (%)
Operating expensesProperty tax ($/yr)
Insurance ($/yr)
Maintenance (% of value)
CapEx reserve (% of value)
Mgmt fee (% of rent)
HOA ($/mo)
Utilities ($/mo)
Landscaping / trash ($/mo)
Accounting / legal ($/yr)
Other annual ($)
Forward appreciation (%)
Sale assumptionsHeadline IRR & Equity Multiple assume a 30-year hold (to loan payoff). The projection table and IRR chart show IRR for every year 1–30 — use those to evaluate shorter hold periods.
Selling costs (%)
Typically 6–8% (realtor commissions + closing). Pre-tax IRR — does not include capital gains tax or depreciation recapture.
Notes
    Deal notes optional — shows on the saved report
    
  
FinancingCash to close
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1st loan balance
—
2nd loan balance
—
Original purchase price
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Current market value
—
Current equity
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PerformanceMonthly cash flow i
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Profit or shortfall left in your pocket each month after collecting rent and paying all operating expenses, reserves, and debt service.
EGI − opex − debt service
Cash-on-cash return i
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Your first-year return on the cash you personally put into the deal. Debt-adjusted — reflects how financing amplifies (or dilutes) returns.
Annual cash flow ÷ cash invested × 100
Strong ≥ 8% · OK 4–8% · Weak < 4%
Cap rate i
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—
Annual income yield on property value, ignoring financing. Used to compare properties apples-to-apples regardless of loan structure.
Annual NOI ÷ property value × 100
Strong ≥ 6% · OK 4–6% · Weak < 4%. Luxury/coastal markets often trade 3–5% because buyers pay for future appreciation.
Net operating income i
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annual, before debt
The property's annual profit from operations, before mortgage payments. This is what the property generates independent of how it's financed — appraisers use it to value commercial real estate.
Gross income − vacancy − all operating expenses
Break-even occupancy i
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What occupancy rate the property needs to just cover expenses and debt. Lower = more vacancy cushion before you lose money.
(Opex + debt service) ÷ gross rent × 100
Strong ≤ 80% · Tight 80–90% · Very tight > 90%
Annual cash flow i
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Yearly profit after all expenses and debt service. What would be left at year-end if rent, vacancy, and expenses match your inputs.
Monthly cash flow × 12
IRR (30-yr hold) i
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Your annualized return over a 30-year hold, including cash flow, loan paydown, appreciation, and eventual sale proceeds (net of selling costs). Pre-tax — doesn't account for capital gains or depreciation recapture.
Strong ≥ 12% · OK 8–12% · Weak < 8%
Equity multiple (30-yr hold) i
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Total dollars returned for every dollar invested, over the full hold period. An equity multiple of 3× means you get $3 back for every $1 in.
(Total cash flows + net sale proceeds) ÷ initial investment
Strong ≥ 2.5× · OK 1.5–2.5× · Weak < 1.5×
Years to positive IRR i
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—
The first year at which selling the property produces a positive annualized return. Early years typically show negative IRR because one-time frictions (closing costs, selling commission) dominate before appreciation and cash flow catch up. Typical range: 7–12 years.
Rules of thumbRent-to-price ratio i
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Monthly rent as a percentage of purchase price. A quick screening tool investors use before running deeper numbers.
Monthly rent ÷ purchase price × 100
Strong ≥ 2% (the "2% rule") · OK 1–2% (the "1% rule") · Weak < 1%. Hard to hit in most appreciation markets today.
Investment-to-rent ratio i
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How many years of gross rent equal your total cash plus loan into the deal. Like the traditional "Gross Rent Multiplier" but uses your total investment instead of just purchase price — more honest when there's significant rehab spend.
(Purchase + renovation + closing) ÷ annual gross rent
Strong ≤ 8× · OK 8–12× · Weak > 12×. Lower is better.
DSCR i
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Debt Service Coverage Ratio — how many times over the property's income covers its mortgage. This is the metric lenders use to decide whether to approve an investor loan.
Annual NOI ÷ annual debt service
Strong ≥ 1.25× (meets most lender minimums) · Marginal 1.0–1.25× (covers debt, no cushion) · Weak < 1.0× (property doesn't cover mortgage; you'd subsidize from other income)
Property value, loan balance, equity over time
Monthly cash flow
Year-1 expense breakdown (where each dollar goes)
Annual + cumulative cash flow over time

  Reading the metrics & projection: Two kinds of numbers on this page.
  Operational (cash flow, COC, cap rate, break-even) measures year-by-year profitability while you hold.
  Total return (IRR, equity multiple, Total ROI) measures annualized return if you sell that year, net of 7% selling costs and loan payoff.
  A property at operational break-even can still show deeply negative IRR in early years because one-time friction (closing costs, furnishing, renovation ROI < 100%, and the eventual 7% selling commission) needs to be overcome by cumulative appreciation + cash flow. The "Years to positive IRR" card shows when that crossover happens — usually 7–12 years.
IRR if sold in year X
30-year projection

  
    Year
    Property value1st loan bal2nd loan bal
    EquityAnnual CFCumulative CFTotal ROIIRR if sold
  

  

IRR column: annualized pre-tax rate of return if you sold at the end of that year, net of selling costs and remaining loan balances. A higher IRR in earlier years is typical — leverage benefit peaks early and diminishes as debt pays down.
Evaluating a purchase
Analyzing a property I own

  Property (address or name) optional — shows on the saved report
  
PurchasePurchase price ($)
Down payment
          
            %
            $
          
        
          $
          
          %
        

        Closing costs ($)
        
      
Renovation costs ($)
Value after renovations ($) auto: purchase + 70% of reno↺ Reset to auto-calculated value
Drives cap rate, equity, appreciation, and sale proceeds. Default assumes 70% of reno cost flows to value (conservative). Kitchens and curb appeal often return 100%+; luxury suites and pools often under 50%. Adjust to your market/project.
Furnishing & setup costs ($) furniture, photography, smart locks, linensTypical SFH turnkey setup: $15K–$60K. Added to cash required.
PropertyCap rate and equity use the value basis (current market value or post-reno if planning improvements). Cash-on-cash uses total cash invested (including planned reno).
Original purchase price ($)
Current market value ($)
Total cash invested so far ($) down + closing + past reno + furnishing
      
    
Planned renovation ($) future work, 0 if none
      
    
Value after planned renovations ($) auto: current + 70% of planned reno↺ Reset to auto-calculated value
If planning improvements, this becomes the basis for cap rate, equity, appreciation, and sale proceeds. Planned reno is added to total cash invested.
First loanPrincipal + interest
Interest only
Interest rate (%)
Loan term (yrs)
1st loan balance ($) auto-filled, edit to override↺ Reset to calculated value
Monthly payment (1st loan)—
Extra monthly principal — 1st loan ($)
Second loanPrincipal + interest
Interest only
Loan balance ($)
Interest rate (%)
Loan term (yrs)
Monthly payment (2nd loan)—
Extra monthly principal — 2nd loan ($)
Set balance to 0 if no second loan.
Peak season revenueADR ($/night)
Occupancy (%)
Peak season length (months) 1–11
Off-season revenueADR ($/night)
Occupancy (%)
Off-season auto-computed: 8 months
Personal use
      Days in peak season
      
      
        
        Use entire peak season
      
    

      Days in off-season
      
      
        
        Use entire off-season
      
    
Days you block off for yourself — reduces bookable nights. Check "Use entire..." to auto-fill with all days in that season. The "Personal use value" card shows the Airbnb cost avoided.
Platform & taxesPlatform fee (% of revenue)
Lodging tax (% of revenue)
Airbnb host-only: ~15%. Airbnb split: ~3%. VRBO: ~5–8%. Set lodging tax to 0 if Airbnb remits it directly to the state.
Annual rate growthADR growth (%/yr)
Occupancy change (pp/yr)
"pp/yr" = percentage points added per year. Keep at 0 unless you expect the market to shift.
Operating expensesProperty tax ($/yr)
Insurance ($/yr) STR-specific
Maintenance (% of value)
CapEx reserve (% of value)
Property mgmt (% of revenue)
HOA ($/mo)
CleaningCost per turnover ($)
Fee charged to guest ($)
Average nights per booking
Net cleaning: if guest fee > cost, the difference is income; if cost > fee, it's an expense.
Other recurring expensesConsumables/supplies ($/mo) toiletries, coffee, etc.
Utilities ($/mo)
Internet/cable ($/mo)
Dynamic pricing SW ($/mo)
Landscaping / trash ($/mo)
Accounting / legal ($/yr)
Other annual ($)
Forward appreciation (%)
Sale assumptionsHeadline IRR & Equity Multiple assume a 30-year hold (to loan payoff). The projection table and IRR chart show IRR for every year 1–30 — use those to evaluate shorter hold periods.
Selling costs (%)
Typically 6–8% (realtor commissions + closing). Pre-tax IRR — does not include capital gains tax or depreciation recapture.
Notes
    Deal notes optional — shows on the saved report
    
  
FinancingCash required
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1st loan balance
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2nd loan balance
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Original purchase price
—
Current market value
—
Current equity
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RevenueGross revenue
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annual, before fees
Net revenue to host
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after platform + tax
Blended ADR
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revenue-weighted
Blended occupancy
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annual avg
RevPAR
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ADR × occupancy
Nights booked
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per year
Unit economics & personal usePeak night (net)
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per night after platform, mgmt, cleaning
Off-peak night (net)
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per night after platform, mgmt, cleaning
Personal use value
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Airbnb cost avoided at current ADR
Break-even ADR analysisGiven your fixed costs and personal use assumptions, these are the nightly rates needed to zero out cash flow. When both seasons are rented, the peak/off ratio is held constant. A season marked 100% personal use shows "N/A" — you're not generating rental income there.
Break-even blended ADR
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weighted across seasons
Break-even peak ADR
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current: —
Break-even off-peak ADR
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current: —
PerformanceMonthly cash flow i
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Profit or shortfall each month after platform fees, operating expenses, reserves, and debt. Averaged across the year (seasonal STRs have cash-flow-positive peak months and often negative shoulder/off months).
Net revenue − opex − debt service, annualized ÷ 12
Cash-on-cash return i
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Your first-year return on the cash you put into the deal. STRs typically demand higher cash-on-cash returns than long-term rentals because they carry more operational risk (seasonality, regulation, management intensity).
Annual cash flow ÷ cash invested × 100
Strong ≥ 10% · OK 5–10% · Weak < 5%
Cap rate i
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Income yield on property value, ignoring financing. STR cap rates should typically exceed long-term rental caps because of the operational effort and risk involved.
Annual NOI ÷ property value × 100
Strong ≥ 8% · OK 5–8% · Weak < 5%
Net operating income i
—
annual, before debt
The property's annual profit from operations, before debt service. Used to compare the property's earning power regardless of how it's financed.
Net revenue − all operating expenses (incl. cleaning, consumables, management)
Break-even occupancy i
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Blended occupancy rate (peak + off-peak combined) you'd need to just cover expenses and debt at your current ADRs. Lower = more margin of safety if bookings soften.
Cushion ≤ 80% · Tight 80–95% · Very tight > 95%
Annual cash flow i
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Yearly profit after all expenses and debt service. Useful for comparing STR performance year-over-year or against alternative uses of the property.
Monthly cash flow × 12
Total annual benefit i
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cash + personal-use value
Annual cash flow plus the dollar value of nights you use the property yourself (valued at ADR). Tells the full economic story when you're also an owner-occupant or vacation user — you save what you'd have spent renting elsewhere.
Annual cash flow + (personal-use nights × ADR)
IRR (30-yr hold) i
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—
Your annualized return over a 30-year hold, including cash flow, loan paydown, appreciation, and sale (net of selling costs). Pre-tax.
Strong ≥ 12% · OK 8–12% · Weak < 8%
Equity multiple (30-yr hold) i
—
—
Total dollars returned per dollar invested, over the full hold. 3× means you get $3 back for every $1 in.
(Total cash flows + net sale) ÷ initial investment
Strong ≥ 2.5× · OK 1.5–2.5× · Weak < 1.5×
Years to positive IRR i
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—
The first year at which selling produces a positive annualized return. Early years are typically negative because closing costs, furnishing, and selling fees dominate until appreciation and cash flow catch up.
Property value, loan balance, equity over time
Monthly cash flow
Year-1 expense breakdown (where each dollar goes)
Annual + cumulative cash flow over time

  Reading the metrics & projection: Two kinds of numbers on this page.
  Operational (cash flow, COC, cap rate, break-even) measures year-by-year profitability while you hold.
  Total return (IRR, equity multiple, Total ROI) measures annualized return if you sell that year, net of 7% selling costs and loan payoff.
  A property at operational break-even can still show deeply negative IRR in early years because one-time friction (closing costs, furnishing, renovation ROI < 100%, and the eventual 7% selling commission) needs to be overcome by cumulative appreciation + cash flow. The "Years to positive IRR" card shows when that crossover happens — usually 7–12 years.
IRR if sold in year X
30-year projection

  
    Year
    Property value1st loan bal2nd loan bal
    EquityAnnual CFCumulative CFTotal ROIIRR if sold
  

  

IRR column: annualized pre-tax rate of return if you sold at the end of that year, net of selling costs and remaining loan balances.

  Property (address or name) optional — shows on the saved report
  
PurchasePurchase price ($)
Purchase closing costs ($)
RehabTotal rehab budget ($)
Monthly holding costs ($) mortgage + tax + insurance + utilities during hold
Total days held
SaleAfter-repair value (ARV) ($)
Sale closing costs ($)
Agent fees (%)
Seller concessions ($)
Agent fees typically 5–6% of sale price. Seller concessions are credits you give the buyer at closing (often 0–2% of price).
Notes
    Deal notes optional — shows on the saved report
    
  
Deal summaryAfter repair value
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Total project cost
—
Total profit
—
sale net − all costs
Return on investmentROI — immediate
—
profit ÷ cost basis
ROI — annualized
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adjusted for hold period
Hold period
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days to sale
Cost breakdown
Hypothetical hold-period scenariosWhat if the flip takes longer than expected? Holding costs keep accruing, reducing profit.
If held 45 days
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profit
If held 90 days
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profit
If held 180 days
—
profit
If held 270 days
—
profit
If held 365 days
—
profit
Break-even days
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when profit = $0
Profit by hold period