Unit Economics
The high stabilized margin is not an assumption — it falls out of a simple structure: premium revenue per night on a low Peruvian cost base. Here is that structure per villa-night and per guest.
Revenue per night
- Villa rental $150–650 by category (blended ~$246), rental only.
- Food & beverage $80 per guest per day (separate revenue and cost line).
- À la carte activities — in-house excursions and wellness, sold from a priced menu.
Cost to serve per guest
- Food ~$24 per guest per day (COGS on the $80 F&B line).
- One-time, per stay ~$326 — transfers (airport–Nanay, river cargueros), welcome pack, hygiene, villa preparation and cleaning.
- Distribution ~17% of room revenue via OTAs (lower as the direct/repeat channel rebuilds), plus payment-processing fees.
Fixed operating base
A real staff roster (supervisor, GM, administrator, guest managers and English-speaking assistants, four specialist guides, maintenance and cleaning teams, six guards, kitchen, bookkeeper), plus property maintenance, utilities, an ongoing $150k/yr marketing & sales budget, IT/Starlink/booking systems, insurance, taxes and licenses, and professional fees.
Why the margin is high — and defensible
| Lever | Effect |
|---|---|
| Premium villa pricing ($150–650) | High revenue per occupied night |
| Low Peruvian labor cost | Low fixed and variable staffing cost |
| F&B priced and costed separately | Transparent, controllable contribution |
| Conservative occupancy ramp (→55%) | Margin not propped up by heroic utilization |
The result is a stabilized ~41.5% EBITDA margin. A conservative investor may still haircut it; the remaining levers (corporate overhead, lower activity attach, a slower ramp) are modeled, and even the full downside holds ~23%.
⬇ Download the financial model (XLSX) · Full detail in the CostToServe, Villas, Guest-Group and Activities sheets. Forward-looking figures are management estimates. Confidential.