227: The Evolution of Luxury Vacation Rentals with Stephen Petasky
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Welcome back to The Richer Geek Podcast! Today’s guest is Stephen Petasky, CEO and Founder of The Luxus Group. For the past 17 years, Steve and his team have helped deliver over 20,000 luxury vacations across North and Central America, the Caribbean, and Tuscany.
Steve shares how The Luxus Group creates a high-end, consistent travel experience and works with global luxury brands to deliver real value.Whether you're a real estate investor, a vacation rental owner, or just love traveling in style, this episode gives you real insights into the future of luxury travel and hospitality.
In this episode, we chat about…
How It Started: The personal story that led to building a luxury vacation rental business, before Airbnb.
Solving Inconsistency: How The Luxus Group delivers hotel-level standards in vacation homes.
Syndication Strategy: Using early investments to buy high-end properties and offer better experiences.
Luxury Tiers Explained: What “accessible luxury” vs. “ultra-luxury” means in today’s rental market.
Regulations Impact: How short-term rental laws in places like Las Vegas and Maui affect property owners.
Professional Management Wins: Why expert property management leads to higher income and fewer headaches.
Key Takeaways
Demand for Certainty: There's a strong need for consistent, hotel-like experiences in vacation rentals. Luxus Group tackles the inconsistency found in major platforms by enforcing strict brand standards, from linens to kitchen amenities, boosting customer loyalty and repeat bookings.
Professional Management Benefits: Self-managing rentals can lead to pitfalls in a changing market. In contrast, expert property management by Luxus Group uses revenue optimization strategies and thorough property care to protect assets and can generate 10-40% or even up to 50-60% higher revenue.
Regulations Create Opportunity: Increasing short-term rental rules in places like Las Vegas and Maui reduce overall supply. For legally compliant properties, this shift can drive higher revenues and property values, emphasizing the importance of adhering to local regulations.
Resources from Stephen
Resources from Mike and Nichole
+ Read the transcript
Mike: Hey, everybody. Welcome back to another episode of the Richard Geek Podcast. Today we have Stephen Petski. He's the CEO and founder of the Luxus Group. He's been CEO for 17 years. His team's facilitated over 20,000 amazing vacations and destinations all over North America, Central America, the Caribbean, and even Tuscany. The Luxus Group now become a multi-disciplined company, specializing in developing, managing, and servicing resort, residential and hospitality. My favorite word, hospitality, real estate assets with three offices globally and partnerships with luxury brands such as Four Seasons. Luxus just has become one of the few companies in the world with this level of combined experience in the resort development, vacation rental, and hospitality industry.
We're gonna learn all about some really neat stuff. How are you doing, Stephen?
Stephen: I'm doing great, my man.
Mike: You know, before I get started, I'd love to get a little bit of a background. How did you get started in real estate? Maybe it was something else, but then all of a sudden think about, "You know what? I'm gonna revolutionize this rental, this Airbnb." What was that little light bulb in the head there?
Stephen: Absolutely. So I'll go back to '06, 18 years ago, I'll give a quick summary and how it all started. I was in a different career. My wife was in a different career, but we were pregnant with our first, our boy. And at the time, all our friends were telling us like, "Oh, travel's gonna suck for you now. It's gonna be so hard. You can't take kids on planes. They cry the whole time," blah, blah, blah.
And we're like, "Wow. Is there an opportunity to still travel the way we want to travel?"
As a new parent, especially for a new family, certainty was an important aspect. So think of certainty as we talked about you going to hotels, you know exactly what you're gonna get, but it didn't really fit our space anymore. Having a baby in the hotel rooms just wasn't as much fun as maybe it could have been before. Well, Airbnb didn't exist in 2006-2007. It was still this Vrbo and back then, as I'm sure everyone can attest to, it was horribly inconsistent.
It's improved, but still has that inconsistency, which we'll hit on later. So we said, "Well, again, new parents. I really need the size, but I'm just concerned that if I get there and it's garbage or for whatever reason, doesn't meet the expectations, it's gonna take away that precious holiday time we have." I thought, wouldn't it be cool if we owned a whole bunch of homes, so we had variety, we had equity, we could get the capital appreciation, but we set them up similar to hotels, you knew what to expect. It was really interesting because we didn't have much money. Very, very little, a couple hundred grand basically. Went to my folks and said, "Hey, I got this idea."
And they've had some second homes before, they're like, "I think it's a great idea." Okay, second couple hundred grand. Then we went to about 20 friends and family, and ultimately 16 signed up at roughly the same dollar amount. We raised three and a half million dollars, in an LP GP relationship, and we were the managing partner. We syndicated this capital and we went and bought three homes.
One in Maui, one in Scottsdale, and true north actually. And then one in Western Canada as like a ski summer property. And for us it was like, if that's all it ever was, we would've been satisfied. We have a beach, we have a golf property, and we have this ski summer. And we always envisioned it would maybe grow, but maybe over time we'd stay in our existing careers.
But then all of a sudden the word kind of got out and those 18 people told 18, and it quickly expanded. And the big thing that people wanted was the variety, the equity, but they wanted the certainty. That was the big thing. And we had the living and the kitchen's the same. And as many things that people would know, what they would get, whether it's a five-bedroom home in Scottsdale or a two bedroom condo in Hawaii, they knew what to expect.
Over that first eight years, we ended up raising close to like a hundred million dollars. We had 450 LPs, bought all with cash, with all the properties, and that's where those 20,000 vacations came from. It wasn't meant to be purely a financial play, it was like more capital preservation.
And I get this really special lifestyle perk associated with it. We left our careers and sold our other business in 2011. Then we went full-time into this and since then we've had several evolutions. We got into the development space working with Four Seasons and Marriott.
Then the final evolution, as you know, we'll talk about today is getting outta ownership of the homes and just focusing on this concept of hotel meets Airbnb. Hotel certainty with vacation homes instead of having 50 homes, which is what we had, we want to get to 500 homes and provide that certainty, which doesn't really exist in the market currently.
So we're pretty excited to try to crack this code and solve this problem for clients.
Mike: You're kind of teaming up with Four Seasons, and I've noticed back in the day there used to be the vacation clubs.
Stephen: Yes.
Mike: That was kind of the thing.
And they still have that. Then Marriott, Hilton, some of the higher end ones started getting, it's like, "Hey, I want to compete with short-term rentals."
I can go on marriott.com or I can go on hilton.com and actually look for luxury houses. How does that compare with what you're trying to do?
Talk to us a little bit about the different options and where you fit in.
Stephen: Good question. on, no one really knows that hospitality space like you do. So it's a great point.
So take Marriott homes and villas, for example. Marriott's such a big company, so they can't start with 50 homes or a 100 homes. They need to start with 10,000 and so you probably know where they've had three iterations of the kind of launch and failure of Marriott homes and villas.
The running issue with it is, it's really just a slightly more curated version of Airbnb.
I agree with their strategy but if I'm a Marriott Bonvoy member and I'm used to staying at Marriott at vacation clubs or their hotels, I know what certain standard to expect. I go to a Marriott and Villa, I'm thinking it's going to be like a hotel.
You go there and it's really just Joe's home that he has and Marriott has a few more checks and balances before it can be approved, but it doesn't have the Marriott linens and the Marriott pillows and the Marriott robes and the Marriott Bath and Body wash. So they found that they were competing in that Airbnb and Vrbo space.
I think this third iteration is starting to go, "Okay. I haven't heard that they're going to shut it down or anything, but they're going to compete in that space, but they're always gonna have an issue with not having this true branded experience within their portfolios.
So part of our strategy is, let's be a boutique version of that and let's become where we do provide those hotel certainty aspects. Same coffee pot, same amount of wine glasses. You know exactly what to expect.
It's such a huge sandbox, as you know, to play in. Our small 500 properties we're trying to target.
But it could make a meaningful place and maybe eventually a hotel wants to acquire us or something because they would have, Marriott would have, Marriott consistent or Marriott branded residences, that they know that the standard is consistent. They can have their loyalty program attached, and then they can have their brand standards attached and so forth.
That's a bit of our idea that we can incubate this with several hundred properties and create this client base that is loyal to us because they just stayed at our Maui property and they had the best sleep they've ever had all on vacation. They're not gonna go back to Airbnb. They'll come, they'll say, "Oh, we'll go to their Phoenix property."
"Let's go to their Tuscan property."
And we get a kind of a bigger chunk of that traveler. And it all kind of stems from my original problem in my, I guess, demands when I travel during my vacation time. My family's very precious. I don't need ultra-luxury. I just want to know what I'm gonna get. If I don't want to stay in a hotel for that particular vacation, you really gotta do a lot of research on Airbnb or Vrbo on five-star ratings, guest days. What are guests saying? And we just decide that you don't have to do any research. If you book through Luxus, you know what the standards are gonna be.
So that's how we would differ from it. Then ideally we could create a scalable approach that could become a company that has thousands of properties, but we have our milestones and goals for the next five years. And we want to grow methodically and intentionally and not too fast. So we turn down nine out of 10 homes to come our way because we need to make sure. It's a home fit, b. Is that the homeowner is on board with making that investment into their property to bring it to the brand standard that's required. That's called the Luxus brand standard.
That's where we're growing. So any listeners that have a vacation home that they're renting currently and they're with maybe doing it themselves, or a local property manager, we'd love to have the opportunity to have a look at the property, see if it's a fit, because we can apply our brand standard and ideally our goal, let's create more revenue for you.
Simply because you're gonna get a lot more people and people coming back to your home. That's the mission we're trying to accomplish. And a couple companies have tried in the vacation, like club space, but they're more like Sonder on like the apartment rentals and homes.
Mike: Vacasa.
Stephen: Vacasa did, that's a good example.
They're a full service property management company, so their Airbnb combined with management, but you probably just saw they're being sold. I think up to a $1.5 or $2 billion market cap, and they just went under contract for $120 million. They bought a lot of small mom-and-pop shops and they just deliver the service on the ground, so both for a homeowner and a guest experience. Their concept was similar from fully vertically integrated management, but no brand standard. So we're trying to come up with our own boutique version. And so far the response has been tremendous as people in the first six months of booking are like, "Oh my gosh. I'm now a loyal Luxus client. Give me more properties and more options to travel to." Mike: Yeah. Well, it's good to Casago just getting out of Rocky Point and expanding.
Stephen: I never followed him that much and told, seeing the merger, merger slash acquisition and now I'm following it closely and it's quite interesting.
Mike: Yeah. The founder of Casago has been on our podcast.
Stephen: Oh, amazing.
Mike: It's a fascinating story too. When you do with Four Seasons, are you doing more of a a home and villa thing or are you doing the high-rise, the 150-key kind of, it looks like a Ritz.
With the individual rentals, what is your space with them? Stephen: Thank you for that. So with Four Seasons, they have obviously, like with several of the luxury brands, Ritz and Montage and such. They were generally to start all hotels, and then over the last 20 years they have their hotel and their residence combined.
It's a very good formula because you sell off the real estate. You have all this rental real estate that you had, they have to rent through your program, but it basically pays for the hotel components, so your baseline on your 100 keys so hotel rooms are almost paid for.
It's a great financial model. The problem they were seeing and the problem they wanted to resolve is they're finding that, if I'm a homeowner living in Four Seasons, Costa Rica, for example. I'm sharing the pool with the person spending $1,000 a night. And it's not like it's such a bad thing, but people are spending $10 million for these places.
They want a place they can actually live and not be competing with hotel guests.
I'd say four or five years ago, I could be off a bit on the time. Four Seasons came up with the concept of standalone private residential. It's purely a residential thing. Some allow rentals like seven or 30-day rentals.
In our case, in our Four Seasons Las Vegas project, it's 90-day rentals, but it's purely a condo. Our role is to build it out to 171 units. It's the largest Four Seasons project in the world right now from the residential side.
We're at $620 million in pre-sales and pre-sales have gone phenomenally well.
A lot come from Four Seasons, the local market, other markets, and the concept there is, if I love the concept of what Four Seasons does in providing this certainty and this wonderful experience, I can do it in a place that I can actually live, and everyone at the pool are my neighbors. It's not a bunch of transient hotel guests and now Four Seasons is really excited about it and they've got a lot of projects around the world.
You're gonna see a lot more pop-up where you have a city like Las Vegas, they have a hotel and a strip, and they got a residential community off the strip, and you'll see it in more and more markets where they're not combined with the hotel.
I would say riding that tailwind with them and they've been wonderful, amazing to deal with.
And we try to be good partners to them and look at other projects as well so that we can create this residential community. Our real role is we don't retain anything. We build it out, we sell it, and then we move onto the next project.
Mike: Yeah. That's very cool.
I was kinda laughing and not laughing when you're saying No. You go to the Four Seasons, you go to these things and everyone wants it to be the same.
Stephen: Yep.
Mike: Everyone wants to know what they're getting. And I'm thinking it's like, "Yeah, I'm going through a pip right now, to make sure that my Wyndham looks exactly like all the other Wynd gates in the nation."
Even though there's nothing wrong with my blue couches, they all need to be red now.
But there's that people who want to know wherever they go in the world or in the United States, they want that comfort everywhere I walk into and it's this brand, it's this type of accommodation. It's comforting because, "Yep. Lobby's there. The breakfast is there. My room looks like this." There's consistency.
What would you say is the difference between the different levels of Airbnb?
Four Seasons is luxury. We all know that. You have the Ritz-Carltons, you have those tiers.
What does it mean to be a luxury? I can have a million dollar house and put granite in and it might be a luxury.
Stephen: It's a good question. So our company, the Luxus Group, luxus is the Latin word for luxury. But luxury is kind of a relative word, and I think the best way I could define it, which I think is commonly used in the industry, now you have accessible luxury, which would be like a really nice two-bedroom condo in Hawaii that's fit and finished. It's got granite countertops, it's got a nice couch, beautiful electronics. And maybe it rents for $700 a night. So they call it accessible luxury.
Then you have luxury, which would be, maybe your $1 million to $4 million properties in that space, renting for a thousand to $2,000 a night in that space, and that would be kind of most common. And then you have ultra-luxury, and that's where you get into what, Four Seasons residences, and these ultra-luxury homes that are $3,000-$4,000+ to $20,000 a night, whatever it could be. Now, those are slightly moving goalposts, but that's the best way I could define it. And we kind of live in the accessible luxury to luxury space.
It's a little bit more wide-ranging for the type of consumer that can enjoy our product. The ultra-luxury, obviously if you start thinking about $20,000 a week for vacation, it's the very tip of the income pyramid on who can afford it and I think most people think you have to spend the amount of money on a familiar, comforting experience because it's been proven. Through disappointment, through the OTA channels like Airbnb and Vrbo of these mixed reactions on what are you gonna get on the other side. We think happiness is just really a function of expectations met. If you see something online and you get there and it meets those expectations, you're gonna be happy.
You're gonna be very disappointed when you show up there and there's four wine glasses and two are chipped and there's no steak knives, and the bedsheets are all pilled and not comforting. The home may have reflected it, but the experience didn't.
Mike: Let's talk about regulations a little bit. There's a lot of neighborhoods, there's a lot of cities, towns, people are fighting back because there might be five Airbnbs on their block.
It's getting crazy. I'm seeing it in Scottsdale because just like every other home it seems like a rental.
What are you seeing as the impact so far of the regulations and how are they and you changing on how to conform within those regulations?
Stephen: It's a big part of our thesis of the kind of business model for the next five years.
And if you give lots of examples in America, but also in Europe about where regulations have, you know, significantly decreased supply in certain markets. But then as a result, the people that have legal STR permits, their revenues went through the roof so as supply comes off.
What we're seeing is knowing that this exists, and we had this in our previous model.
We were in New York with a few units. We got effectively kicked out, asked to leave politely from the buildings because we were running them, even though they were equity holders, it was still a transient use. And that's really hard when we have a transient use behavior in an apartment. And the neighbor, to your point, is living there, gonna work at seven o'clock in the morning.
So New York was about the first major city in the US to implement various stages of very strict Airbnb laws. You call 'em, I guess. What we're looking at now, say, "Okay, market by market, where can we be in that?" We see what this evolution's gonna look like, so I'll use Las Vegas as a good example.
Las Vegas just went through a process. There were 22,000 illegal Airbnbs. Obviously, the hotels on the Strip do not like that. It's a high competition for their products. So the hotel lobby is extremely strong in Las Vegas. They say, "Hey, Vegas/Clark County, you need to figure this out because this is not fair for us." So Vegas, Clark County, the surrounding cities, went through and did a lottery for about 2,000 legal Airbnb units. They had a number of rules around it. It would be like, no Airbnb within a hundred yards. I'm making this up, but like, you can't have 10 on the street and the whole street's like a hotel, and then your people, you had to have a property manager, a 24-hour hotline if there was an issue, like all these various aspects. So they went through this process, and there's two phases to this. One is regulation. So when we're looking in Las Vegas, I'm only gonna be taking homes that are gonna be getting a legal short-term rental permit because even though they've done this lottery, and I think only $1,000 people are able to comply and ultimately like meet the standards, they're still, my guess is 20,000 illegal Airbnbs in Las Vegas.
Then it shifts to enforcement. And enforcement's been interesting seeing different parts around the world. Some are very good at it and some are very bad at it. I think Vegas will be good at it. It's gonna take 'em probably a few years. How do I make it illegal? How do I enforce that person and giving them a $200 fine isn't gonna cut it.
They'll just take a $200 fine and just keep renting at $1,000 a night.
But eventually, Barcelona went through this. They went through some very extreme fines, and now however many permits, 8,000 legal permits in Barcelona.
That's all there's ever gonna be. And when you trade your home with that permit, it actually creates a value for the potential buyer knowing that it is grandfathered into the new arrangement. So for us, we watch each market very, Maui's like the next big one right now. They're a really heated debate talking about cutting 6,000 Airbnbs.
So we're only taking on properties there that are fully exempt for short-term rental.
Then once it all flushes out with them, hopefully this summer, it's been going on for a long time, since the fires when things got really difficult over there. And I don't blame them for going, they need regulation there, frankly.
Once we know where that's at, we'll see if we expand into other parts of Maui.
It's kind of our job. You know, when a client comes to us to look at their property, are you an exempt area? Are you in an area that's at risk? We probably won't take it on. If it's exempt, we would take it on, substitute everything else.
Our thought is the next five years, these cities that you know, do the regulation start to enforce a properly the value of our properties and the value of our revenue streams for those clients are gonna shoot through the roof because just less supply, but presumably no change in demand, people wanting to still travel this way.
Mike: Yeah, that's a good point. It's kinda like the evolution that people do fix and flips, then they do short-term rentals, then maybe multi-family. I've talked about my evolution of managing hotels or multi-family myself.
And then it's like, "Why am I doing this? And I'm not very good at it. I'm good at finding things, not managing things."
What is the kind of the trap that people get into about self-managing Airbnbs and then why it's important to have someone like your company to sit there. It's like, "Look, if it's a nice enough property." It's so worth it to have us do it, and who cares about that 8%, 10%, or whatever it is. You're gonna be more efficient, make more money by having someone that's a professional do it, right?
Stephen: It is a really good point. There's really three ways that someone has an Airbnb.
They can do it, they can DIY it and do it themselves. They can hire a local property management company like scottsdalerentals.com, or whatever it might be. And usually they're mom-and-pop shops. Some are really quite sophisticated and experienced. Some are new startups and they have time to sort things out.
Or you go with a company like ours and there's kind of two phases, a small boutique international company like ours, or the larger versions like the big castes of the world, which we talked about. There hasn't been a lot of success with the really big guys because it's just getting very far removed from the clients.
Not to say that they won't find their way with the big castes of the world down the road, but it's been like I signed up with them on one of 25,000 listings. It's really hard to feel like you're special in that machine. So I think the trap was to go back to the original question.
A trap happened right after COVID, all this artificial bump in the revenues went through the roof. Everyone's like, "I'm gonna buy Airbnbs. This is gonna be great." And 2021 through 2023 where these massively artificially inflated revenue streams have all now reset and now people are sitting with these Airbnbs.
Maybe they did it themselves, maybe it's a local PMC or property management company and now they're like, "What do I do with them?" And I've talked to a lot of clients. They're just like selling because they think there's no hope. The reality is the difference where we can add value and I, there's, we're not the only one certainly, but I'd say one of few is to assume property management is the same.
We can do a good job as a local property manager. We will be after sophisticated attention that goes into the revenue distribution. Everything, we have our direct booking site. You can book directly, but we also use Airbnb and Vrbo because that's a massive influx of traffic to our properties.
For them, it's all about visibility. How do I get to be on the first page and there's just a series of hundreds of algorithms to have to understand, which I frankly don't really understand them but we have an amazing company that is the ultimate hacker of this, and it's our outsourced partner or company that we work with. Every week, I'm just amazed with how their mission is to understand those algorithms. It's everything from what's the picture that shows up on the first photo. Everyone thinks it's just five-star ratings. It's definitely an important aspect of it, but there's layers upon layers of algorithm support.
If you are a property management company and you put your phone number into the chat box with an Airbnb client, the algorithm will punish you. Because they're thinking you're trying to steal the client for direct booking. So we're saying we work with Airbnb, Vrbo, they're gonna be very important for us in our growth. We love direct bookings too, but if we can understand these and then we can generate maybe your property in Phoenix that is with the local company. Probably doesn't have access to these resources because it's millions of dollars and a lot of capital to kind of get to it.
But we can hack these and your property now stands out on those channels, you're gonna get a disproportionate return compared to the market. We're seeing anywhere from 10 to 40% more revenue than to do it themselves. Our fees are anywhere from 20% to 30%. For all the management, on the ground support, everything.
You just get a check every month. But if we can at minimum make that up and generally do a lot better, it could be as high as 50%, 60% more, then I'm a pretty happy client. I get to keep my property, use it when I want to use it, and I can ultimately, hopefully, generate better returns than I was getting through the other two options.
Mike: If someone's interested in your company. What is the like, level of sophistication or how nice does that house have to be, your requirements, "Don't give me this, it needs to be this." And what is your website and how can they learn more about how to have your company manage it?
Stephen: Thank you. Yeah, thank you. So for our general sweet spot would be homes in the $800k to $5 million range. So it's a pretty big range. I would say that anything below that price point, and I would say it's relative $800K to $1 million, you can get a pretty good place in the desert. It doesn't get you anything in Maui as an example.
But that's a good price range. We do have more premium $6 million-$10 million properties as well. If someone is on the ultra-luxury side and we have a space for that, that would be number one. If you have a home in that space, we'd love a chance to have a conversation about it.
And the best tool is luxusvp.com, so Luxus Vacation Properties dot com.
There's a section for homeowners and a form to fill out. If anyone's listening, just wants to, can even just DM me on Instagram, @stephenpetasky. I don't post a lot of stuff about the company on there, but listeners are on there you can DM and I can get to the right channels to make sure we have a good look at their home.
We're looking to grow with awesome partners and we want to do very well by them. We've been homeowners ourselves. We've built or managed over 100 luxury properties. We understand what it takes and we wanna make sure you're a happy homeowner, not just on what you get for revenue every month, but you feel when you show up to your home, it feels still like your home and not just a transient, beat-up rental property.
Mike: That's one of the things, it's like, we have a couple really nice homes and it's like, "You know what? We don't use them that much, but I just don't want to get them beat up."
Stephen: Yeah. So that's for us is like we have homeowners that first off, we take very good care of the homes, we appropriate budgets to make sure that the nicks are fixed on the walls when someone's dragging their suitcase or whatever.
We go so far as have homeowner lock offs where they have their own linens, their own family pitchers, where they show up to their home, we put their family pitchers back up, we put their linens on the bed and it almost will not even know that this home had maybe just rented for the last three months on a transient basis. That's part of our mission because we want homeowners to feel good to rent with us because if they show up and it's beat up and the pantry's a mess and there's broken wine glasses and they just, they'll just be frustrated and if they'll just leave. So we're trying to make sure that's a big part of our mission. The homeowners are happy.
Mike: Well, everybody, if you are interested, if you have an Airbnb and who doesn't wanna stay at a very luxury, is it built yet in Vegas or are you selling now?
Stephen: We're selling now. If you're in the space, if you wanna buy an awesome luxury condo, you go to the Four Seasons Private Residences or hit me up to the other channels, we'll make sure you get the front row tour of it.
It's pretty special. We have Tuscany coming up next with a really exciting project there. So if you're a fan of Tuscany. And we do some syndications. I know your audience is big into syndications. Generally it's through a pretty tight network we have, but we're always open to new relationships.
There's opportunities to collaborate on a few different levels.
Mike: Well, there you go. Stephen Petasky, CEO of Luxus Group. Thank you so much for coming on The Richard Geek Podcast. I wish you best of luck on your endeavors and maybe we'll see each other in Europe sometime.
Stephen: Phoenix to start and then Europe and next time for sure, exactly. Thanks, Mike. That was a great conversation. I appreciate it.
Mike: Take care. Bye.
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ABOUT STEPHEN PETASKY
Stephen Petasky is the CEO and Founder of The Luxus Group, a global company delivering over 20,000 luxury vacations across North and Central America, the Caribbean, and Tuscany over the past 17 years.
Through Luxus Vacation Properties, Stephen is redefining short-term rentals by offering “luxury within reach” combining the consistency of a five-star hotel with the comfort of a private vacation home.
Under his leadership, Luxus has grown into a multi-disciplinary firm with three global offices and partnerships with elite brands like Four Seasons, specializing in the development, management, and service of resort residential and hospitality real estate.
Stephen is passionate about travel, entrepreneurship, and helping others dream big, sharing real stories from his journey in both real estate investing and the luxury hospitality industry.