Cleveland by Jay

Category: Catalyst Win Consulting

Take the next obvious step

  • CBVA Partnership Update: Advancing Toward International Expa

    CBVA Partnership Update: Advancing Toward International Expa

    CBVA Partnership Update: Advancing Toward International Expansion

    We’re excited to share a meaningful update on the ongoing collaboration between Catalyst Win and the Confederação Brasileira de Voleibol Adaptado (CBVA).

    In mid-April, Jay Silva (Founder of Catalyst Win) and Lucas Rodrigo Dimarco (President of CBVA) held a strategic working session to further define the path toward international expansion—specifically, the potential launch of a CBVA-led competition in the United States.

    Key Developments from the Meeting

    The conversation marked a clear shift from early-stage discussions into structured planning. Several important milestones were reached:

    • International Event Vision Defined

      CBVA is exploring the creation of an international adapted volleyball competition hosted in the United States, with early discussions centered around Cleveland and surrounding regions.

    • Refined Event Scope

      Initial projections were narrowed to a more focused and executable format:

      • Estimated 350–400 athletes

      • Participation from Brazilian teams and select South American countries

      • Approximately 5 days of competition, with additional days for training and community engagement

    • Preliminary Cost Framework Established

      Early benchmark figures were discussed to support planning and future proposals:

      • Airfare (Brazil → U.S.): ~$1,500 per participant

      • Lodging: ~$40–$60 per person/day

      • Food: ~$55–$75 per person/day

      These numbers will be refined into a full financial model as the project advances.

    • Strategic Timing Considerations

      Based on cost efficiency and logistics, the team identified early March (2027) as a strong potential window for the event, balancing travel costs, accommodation pricing, and overall feasibility.

    • Institutional Positioning in the U.S.

      A key focus moving forward is structuring the initiative in a way that aligns with U.S. public-sector priorities. This includes:

      • Health and wellness programming

      • Community engagement

      • Training and education initiatives tied to adapted sports

      The goal is to position the event not only as a competition, but as a high-impact community and public health initiative.

    • Next Steps in Development

      CBVA will begin updating its institutional materials, including:

      • A refreshed portfolio/e-book

      • A formal invitation letter for U.S. public-sector stakeholders

      Catalyst Win will support:

      • Cost modeling and U.S.-based projections

      • Strategic positioning and institutional outreach

      • Localization and proposal refinement for the U.S. market

    Looking Ahead

    This meeting represents a significant step forward in transforming CBVA’s long-term vision into a structured international initiative. The collaboration is now entering a phase focused on documentation, financial modeling, and institutional engagement.

    We will continue to provide updates as the proposal evolves and as conversations with U.S. partners begin to take shape.

    — Catalyst Win Team

  • Solving for Labor: The Hidden Crisis in Short-Term Rentals

    Solving for Labor: The Hidden Crisis in Short-Term Rentals

    Solving for Labor: The Hidden Crisis in Short-Term Rentals

    This is a thought piece.

    Not a solution. Not a pitch. Just a perspective from the field.

    Short-term rental owners, operators, and small business owners alike are operating in a more precarious environment than ever before. At the center of it all is one problem that doesn’t get enough attention:

    Labor.

    Not just finding it—but structuring it, affording it, training it, and sustaining it.

    The Real Problem Isn’t Technology—It’s Human Execution

    There are tools for everything today.

    • Pricing optimization? Covered.
    • Calendar syncing? Covered.
    • Messaging automation? Covered.
    • Cleaning services? Everywhere.

    And yet—operations still break.

    Why?

    Because the success of a short-term rental doesn’t live in the software. It lives in the execution of dozens of human-dependent actions, all happening in sequence, often under time pressure.

    20x–50x More Complex Than You Think

    Operating a short-term rental portfolio is not comparable to long-term rentals.

    It’s not even comparable to hostels.

    From firsthand experience operating dozens of units across Cleveland, with developments underway in Brazil, the difference is staggering.

    The skill stack required to successfully operate a short-term rental business is easily 20x to 50x more complex than that of a traditional long-term rental.

    Think about what has to go right for a single 5-star stay:

    • Seamless booking and communication
    • Accurate calendar and pricing alignment
    • Flawless cleaning and staging
    • Functional maintenance and utilities
    • Smooth, intuitive check-in
    • Guest support during the stay
    • A consistent, high-quality checkout experience

    And then… a review. A referral. A repeat guest.

    How many skills does that actually require?

    More than most operators are willing to admit.

    When Labor Breaks, Someone Pays

    Here’s the uncomfortable truth:

    When operations are inefficient, someone absorbs the cost.

    And it usually shows up in one of three places:

    1. The Owner/Operator
    Overworked. Overextended. Doing too much. Covering gaps that shouldn’t exist.

    2. The Guest
    Paying cleaning fees… and still being asked to:

    • Take out trash
    • Start laundry
    • Strip beds
    • Complete checkout “lists”

    At some point, the guest stops feeling like a guest—and starts feeling like unpaid labor.

    3. Vendors & Partners
    Underpaid, undertrained, or mismanaged—leading to inconsistency, churn, and operational fragility.

    These are not value-added inefficiencies.
    They are misplaced responsibilities.

    The Industry Gap No One Is Solving

    There are plenty of companies that solve parts of the problem:

    • Cleaning companies
    • Property management software
    • Revenue management tools
    • CRM integrations

    But there is no true end-to-end solution that connects all operational dots—especially when it comes to labor.

    Let’s be clear:

    This is not a pitch for a “one company solves everything” model.

    It’s an acknowledgment that the fragmentation itself creates inefficiency, and labor is where that inefficiency shows up the most.

    The StayWithJay Approach

    At StayWithJay, we’re not pretending to have solved labor.

    We’re in the same market. Facing the same constraints.

    But we are intentional about one thing:

    We do not pass inefficiencies downstream.

    Not to our guests.
    Not to our vendors.
    Not to the community.

    So how do we approach it?

    • Relentless iteration — learning every day
    • Intentional design — of spaces, systems, and workflows
    • Clear task ownership — assigning responsibility where it belongs
    • Selective automation — using tech where it helps, not where it replaces accountability

    And while labor is still difficult to find, train, and retain…

    The results speak:

    • Strong revenue per square foot
    • High cleaning scores
    • Consistent 5-star delivery
    • Repeat guest patterns

    Something is working.

    The Real Challenge

    This isn’t about finding cheaper labor.

    It’s about understanding:

    What are all the skills required to deliver a truly great stay—and are you assigning them correctly?

    If not, the system will correct itself.

    Through burnout.
    Through bad reviews.
    Through churn.

    High Frequency STR Operators

    If you’re HFSTR™️ operator, here’s the challenge:

    Take a step back and map every single action required for:

    • A successful check-in
    • A 5-star stay
    • A seamless checkout
    • A referral

    Then ask yourself:

    Where are inefficiencies being hidden—and who is actually paying for them?

    Because someone always is.

    — StayWithJay

  • Airbnb Average Income: What Hosts Really Make in 2026

    Airbnb Average Income: What Hosts Really Make in 2026

    According to Sean Rakidzich

     

    Key Takeaways
    • The national median is $14,000/year, but top hosts in good markets earn $60,000–$120,000+ from a single property.
    • Market matters more than anything else. The same property in Gatlinburg vs. a restricted urban market can differ by $40,000/year.
    • Most hosts leave 30–50% of potential revenue on the table through poor pricing strategy alone.
    • Bedroom count is the #1 property factor. Each additional bedroom adds $12,000–$25,000 in annual revenue in strong markets.
    • Active hosts dramatically outperform passive hosts. Those who optimize pricing monthly earn 40%+ more than those who set it and forget it.

     

    While Sean, points out each additional bedroom adds 12 to 25,000 dollars per year for each property, he stresses the dependancy on strong markets.

    The point for those starting or pivoting into High Frequency STR market is:

    • focus on the density within your property
    • Unused spaces that may become an additional unit
    • Can it have independent entrance for each guest, even better?
    • Do your common areas serve a purpose to your guests, how about to your staff?

    Tons of interesting things on the article from sean

     

    We have the link below

     

     

    Are you looking to earn more from your airbnb in Cleveland?

    If so, keep reading, get in touch.

     

     

  • Make it count

    Make it count

    Make it count

    that’s an expression used often when we’re trying to motivate ourselves, usually going through a situation of struggle or better yet, a situation of growth.

     

    It is that last two minutes of the quarter and you know you’re 15 points behind but if you get within seven by the end of those two minutes by a few strategic moves, a few extra efforts, you will get within that fighting distance.

    Getting to the make it count mindset

    • figure out the next obvious step to apply the pressure where you need the most
    • Identify the player was having the best moment, and he has the best motivation to perform at that time, tap into him, reward him, make the space so he can operate
    • Bench the one that has the poor attitude, not the poor performance poor attitude bench them immediately
    • You have the target get within an range and our example 7 points get within that distance. Keep an eye on your scoreboard.

    Finally get to work, make it count