How Much Do Glamping Site Owners Make With 25–49 Units?
You’re planning a glamping site where owner income depends on occupancy, nightly rates, unit count, payroll, debt, and reserves This estimate uses researched assumptions across a five-year model, including 25 units in Year 1, 49 units by Year 5, 45%–78% occupancy, and EBITDA of $453k–$4366M These figures are planning assumptions, not guaranteed salary, tax advice, or automatic owner distributions
Owner income$453k-$4.37MNet margin32%-76%Revenue for target pay$1.44M-$5.74MBusiness difficultyHard
Want to see what drives glamping income?
1
Unit Count
25-49
Room capacity rises from 25 units to 49, so every added tent, cabin, or dome lifts the base for owner pay.
2
Occupancy
45%-78%
Occupancy moves from 45% to 78%, and that fills fixed rooms faster, which turns the same site cost into more EBITDA.
3
Blended ADR
$343-$404
Blended ADR rises as the mix shifts toward higher-priced units, lifting revenue per occupied night.
4
Ancillary Sales
$28K-$108K
F&B, events, spa, activities, and parking grow from about $28K to $108K, adding cash on top of room sales.
5
Cost Control
$898K-$1.35M
Fixed overhead is about $300K a year and payroll runs from about $598K to $1.045M, so small leaks hit take-home fast.
6
Cash Runway
-$6.19M
Total build capex is $7.58M and minimum cash reaches -$6.187M in Month 12, so reserves decide when profits can be paid out.
Want to test your glamping owner pay?
Owner income calculator
Estimate owner take-home and the target-pay gap from monthly revenue, margin, costs, reserves, and target pay for a glamping site.
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Planning note: Research-based planning estimate only. Actual owner income depends on revenue, margins, payroll, debt, reserves, and timing. It is not guaranteed salary, tax advice, or owner distribution advice.
Want to check owner income in the Glamping Site model?
How Does Owner-Operated Income Compare With Manager-Run Profit?
For the Glamping Site, owner-operated income can look better because the $120k General Manager role across 5 years becomes owner labor only if the owner באמת runs guest ops, staffing, vendors, and daily site control. In a manager-run setup, profit is usually lower on paper because that payroll stays in the model, and with occupancy modeled from 45% to 78%, seasonality can swing cash take-home fast. So don’t call it passive unless staffing and management are fully funded.
Owner-operated
$120k can become owner pay
Owner must run daily site control
Hands-on work lifts take-home
Not passive without full staffing
Manager-run
Less owner involvement day to day
Payroll stays heavier in profit math
Occupancy swings from 45% to 78%
Weather and events move cash flow
What Are Glamping Site Operating Costs And Profit Margins?
How Many Glamping Units Do I Need To Make A Living?
A Glamping Site does not pay a living just from unit count; owner income depends on target pay, debt service, reserves, and whether the owner replaces paid management labor. The model starts at 25 units and $453k EBITDA in Year 1, then reaches 49 units and $4.366M EBITDA in Year 5, so the real test is what is left after fixed overhead, financing, maintenance, taxes, and reinvestment.
Owner pay test
25 units is the model start
$453k EBITDA in Year 1
Pay comes after all fixed costs
Do not count units as salary
Year 5 scale
49 units in Year 5
$4.366M EBITDA in Year 5
Payroll already includes a $120k GM
Check debt, reserves, and reinvestment first
Key Takeaways
Booked nights matter more than raw unit count.
Occupancy rises from 45% to 78% by Year 5.
ADR rises from $343 to $404 by Year 5.
Month 12 cash drops to negative $61.87M.
Compare lean, base, and strong glamping owner-income scenarios
Owner income scenarios
Owner income moves with room mix, occupancy, ADR, ancillary sales, and payroll. The stronger cases add fuller occupancy and higher spend, but they also bring more staffing and marketing load.
Lean, base, and strong owner-income cases side by side.
Scenario
Lean CaseLean case
Base CaseBase case
Strong CaseStrong case
Launch model
This is the lower-earnings path, using Year 1 operating assumptions.
This is the modeled middle path, using Year 3 operating assumptions.
This is the stronger earnings path, using Year 5 operating assumptions.
Typical setup
25 units at 45% occupancy, about $343 blended ADR, roughly $275k ancillary income, and $453k EBITDA with a full opening staff.
49 units at 68% occupancy, about $373 blended ADR, roughly $64k ancillary income, and $3.142M EBITDA with higher payroll and marketing.
49 units at 78% occupancy, about $404 blended ADR, roughly $108k ancillary income, and $4.366M EBITDA with the full Year 5 staffing plan.
Cost drivers
25 units
45% occupancy
$343 ADR
$275k ancillary sales
payroll build
49 units
68% occupancy
$373 ADR
$64k ancillary sales
payroll scaling
49 units
78% occupancy
$404 ADR
$108k ancillary sales
full staffing
Owner income rangeBefore owner reserves
$453kLean case
$3.1MBase case
$4.4MStrong case
Best fit
Use this to stress test a slower opening and higher owner-pay risk.
Use this as the main operating plan and financing check.
Use this to test upside when occupancy, pricing, and add-on sales all land well.
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Planning note: Scenario figures are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distribution amounts.
Glamping Site Core Six Income Drivers
Rentable Unit Count
Rentable Unit Count
More units raise revenue capacity only if each added room is booked at a rate that clears costs. The model grows from 25 units in Year 1 to 49 units by Year 3 and stays there through Year 5, but that gain also adds staffing, utilities, maintenance, insurance, furnishings, and replacement needs. A 49-unit site with weak booking quality can throw off less owner cash than a smaller site with strong weekend demand.
What this driver includes is simple: how many accommodations can be sold on any night, and how well those nights are priced and staffed. The key inputs are unit count, occupancy, ADR, labor hours, and fixed overhead. One clean rule: capacity without utilization does not pay the owner.
Manage Unit Count for Profit, Not Just Size
Track revenue per available unit, not just total units. Split the forecast by weekend, weekday, and season, then test whether each added unit covers its share of labor, cleaning, utilities, and reserves. If a new unit pushes those costs up faster than booked nights, it hurts take-home income even when gross revenue looks bigger.
Watch occupancy by unit type.
Track labor per occupied night.
Price peak weekends higher.
Hold back units in slow periods.
Use a simple test: if the extra unit does not improve occupancy × ADR enough to cover added operating cost, it should not be opened or staffed at full tilt. Tight scheduling on busy weekends often beats full capacity with thin demand.
Ancillary Revenue
Ancillary Revenue
Ancillary revenue is guest spend beyond the stay: F&B, event fees, spa services, activities, and parking. It lifts owner income only after food cost, beverage cost, labor, scheduling, supplies, and guest experience costs are covered.
In the model, ancillary revenue moves from $275k in Year 1 to $108k in Year 5, while F&B rises from $15k to $55k. Build it from booked nights, add-on attach rate, event count, spa bookings, and parking transactions, then check what drops to profit for owner pay.
Track Add-On Margin
Measure each add-on by revenue per booking and direct cost. A line that sells well but needs extra labor or waste can still hurt cash flow.
Price bundles around peak dates first. If an event or spa package needs more staff or supplies, raise rates until the margin clears fixed overhead and leaves room for the owner draw.
ADR And Accommodation Mix
ADR and Accommodation Mix
ADR means average daily rate, or average nightly price. For this glamping site, the blended ADR is about $343 in Year 1 and rises to about $404 by Year 5. That lifts revenue per booked night, so it helps owner pay only if occupancy and guest experience stay strong. Treehouses sit at the top of the mix, at about $443 in Year 1 and $529 in Year 5.
Pricing depends on privacy, bathrooms, views, amenities, hot tubs, event periods, and local competition. The key tradeoff is simple: higher rates raise cash per stay, but a weak mix or unhappy guests can cut bookings and hurt profit. A premium unit mix can beat a cheaper one with more beds if the premium nights stay full.
Track Rate by Unit Type
Measure ADR by unit type, then compare it with occupancy and guest reviews. Watch whether treehouses, safari tents, eco cabins, and stargazer domes can hold rate on weekends and event dates without discounting. If a $529 treehouse rate drops demand, the gain disappears fast. The real test is revenue per available unit, not just sticker price.
Build weekly rate checks around season, event calendar, and nearby competition. If privacy, baths, views, or hot tubs justify a higher rate, document that in the pricing model and forecast. Higher ADR should raise gross profit after cleaning, utilities, and staffing; if it does not, the mix is too expensive for the demand you have.
Operating Cost Control
Recurring Cost Control
Fixed overhead of $25k per month ($300k per year) hits owner take-home before any distribution. This bucket includes insurance, property taxes, utilities, maintenance contracts, security, software, legal and accounting, and admin payroll. The real test is whether each booked night covers these recurring costs plus cleaning, commissions, and supplies.
Here’s the quick math: when variable and COGS run from 170% in Year 1 to 130% in Year 5, the site still needs tight control on per-stay costs. Separate fixed costs from per-stay costs, or you’ll miss the real break-even point and overstate cash available for owner pay.
Track Fixed and Per-Stay Costs
Track costs in two buckets: fixed overhead and variable stay costs. Fixed items are taxes, insurance, software, legal, and base payroll. Variable items are supplies, cleaning, and commissions. This keeps you from treating every expense like it moves with occupancy, which helps forecast cash flow and protect owner draw.
Use a monthly dashboard with occupancy, ADR, per-stay cost, and overhead as a percent of revenue. If occupancy rises but per-stay costs rise faster, take-home still falls. One clean rule: every extra booking should add more cash than it adds cost.
Occupancy And Season Length
Occupancy And Season Length
Filled nights drive almost everything here: lodging revenue, add-on spend, cleaning turns, and staffing load. Occupancy moves from 45% in Year 1 to 78% in Year 5, so the same unit base can produce very different cash. A site with 49 units at 68% occupancy sells about 33 unit-nights per night; at 78%, it sells about 38.
Season length changes owner take-home because not all nights are equal. Peak season, shoulder season, weekdays, weekends, weather, and local attractions should all carry different assumptions. The quick math is simple: more profitable nights beat discounting empty ones. A full calendar at weak rates can still miss cash if cleaning, labor, and guest service costs rise faster than booked-night value.
Track the right nights
Build the forecast by night type, not one blended occupancy rate. Track booked nights by weekday versus weekend, plus peak and shoulder season, so you can see where margin comes from. Use separate assumptions for weather-sensitive months and event periods tied to local attractions.
One clean rule: measure occupancy by profit, not just by volume. Watch unit-nights sold, cleaning turns, labor per occupied night, and add-on spend per stay. If occupancy rises from 68% to 78% but staffing or turn costs rise too fast, owner draw can flatten even as topline grows.
Track occupied nights by day type
Separate peak, shoulder, and off-season
Test rate cuts against labor load
Model weather and event demand
Financing, Capex, And Reserves
Financing, Capex, and Reserves
This driver is the cash needed to open and stay open: $758M of startup capex for land, infrastructure, accommodations, restaurant and bar buildout, spa, activity center, furnishings, landscaping, vehicles, and booking systems, plus repair reserves. Minimum cash reaches negative $6,187M in Month 12, so funding structure can decide whether the owner can pay themselves at all.
Debt service is not provided here, so owner take-home is not real until principal, interest, and timing are entered. If reserves are too thin, tents, cabins, utilities, roads, furniture, and amenities turn into surprise cash drains, and free cash flow drops fast.
Track Capex, Debt, and Reserve Coverage
Build the model by asset line item and set reserve deposits against replacement timing, not hope. Recast cash every month with debt service included before planning owner draws. If cash still goes negative after Month 12, the business needs more equity, slower buildout, or a tighter spend plan before profit can reach the owner.
Keep a live list of what wears out first: accommodations, utilities, roads, furniture, and guest amenities. One clean rule: if the reserve balance can’t cover the next repair cycle, owner pay is too early.
