About Pacer
The playbook that wins at enterprise scale, packaged for the rest of the market.
Pacer was founded by Jon Latorre, formerly the revenue leader at Vacasa, the largest short-term rental operator in the country. He spent years inside one of the industry’s biggest growth runs and saw the same thing across every market. The systematic revenue work that compounds at enterprise scale is exactly what mid-market operators leave on the table every year, because nobody had packaged it for them.
Pacer is that packaging. Active, human-executed revenue management on top of the pricing tools operators already use. For property managers running 10 to 500 units. Month to month, no lock-in, backed by the Pacer Promise.
The founding insight
At enterprise scale, revenue management is a function. Everywhere else, it’s a habit.
At Vacasa, revenue management was a system. Dedicated revenue managers, weekly cadence, comp set monitoring across every market, event calendaring six months out, gap-fill rules written down, length-of-stay architecture built deliberately. The work happened the same way every week regardless of who was at the desk. Quality did not drift as the book grew.
Step outside enterprise and the picture inverts. The operators running 10 to 500 units who would benefit most from systematic revenue management can’t afford the function. A senior RM costs $80K to $120K. A revenue director runs $150K and up. A small-portfolio operator can’t carry that on the P&L, so they don’t hire it. The pricing tool gets purchased, lightly configured, and called a strategy. The work that should run on a weekly cadence becomes a quarterly afterthought, and the math leaks for years before anyone names the problem.
That gap, between what works at scale and what most operators can afford to run, is the most expensive gap in this business. Pacer exists to close it.
Why a service, not software
Pricing tools optimize one layer. Revenue management is six.
The single most useful thing we tell operators considering Pacer is this. The pricing tool you already have is good. PriceLabs, Wheelhouse, Beyond. They move the nightly rate against demand, and they do it well. Keep them.
What sits above the rate is six other layers, and none of them are rate. Fee architecture. Length-of-stay logic. Minimum-stay walls. Gap-fill rules. Channel mix. Event calendaring. Owner-ready reporting. These are judgment decisions, not algorithm outputs. They depend on your true turnover cost, your channel economics, your owner preferences, your market’s real comp set, and your booking-pace read across multiple windows. A tool can’t hold all of that. A function can.
The function is what Pacer ships. Same tools you already pay for, run by people who do this all day, on a weekly cadence, with reporting an owner can read.
Leadership
The people who run the function.
Pacer is led by an operating team with deep credentials inside enterprise hospitality and revenue management. The same group reviews every book, every week.
Justin Molliconi
Director of Revenue Management
Eighteen years revenue leadership
Vail Resorts · Inspirato
Eighteen years of revenue management experience inside enterprise hospitality. Came to Pacer from Vail Resorts and Inspirato where he ran pricing strategy across luxury and resort portfolios. Oversees Pacer’s pricing strategy across a national book in fifty-plus markets.
Shaugnessy Fish
Director of Revenue Management
Nine-plus years STR portfolio strategy
VTrips · Seabrook Cottage Rentals
Former Director of Revenue Management at VTrips, with nine-plus years across short-term rental from reservations through portfolio-level pricing strategy. Leads the day-to-day execution layer at Pacer and manages the team of revenue managers who own the books they price.
Keagan Dunn
Head of Finance
Finance operations and strategy
Expedia · Chinook Capital
Investment banking plus operating finance at Expedia. Built Pacer’s financial engine for capital-efficient growth. Owns finance operations, billing, capital strategy, and the disciplined cost base behind the Pacer Promise.
What we believe
How we work, and what we will not do.
Four operating principles that decide who Pacer is a fit for, and who it is not.
Tools are powerful. Revenue management is the layer above.
PriceLabs, Wheelhouse, Beyond, KeyData, and AirDNA are all real assets. We run on top of them every day. None of them, alone, is a revenue strategy. The judgment about which lever to pull, when, and against which signal is the job. That judgment is what Pacer ships.
"Set it and forget it" is not a Pacer fit.
Revenue management is a weekly discipline. If an operator wants pricing on autopilot, they should buy software and stop there. The clients who win with us are the ones who want active management, weekly cadence, and reporting they can put in front of an owner.
We never contact your homeowners.
Owner relationships are the most valuable thing a property manager owns. We equip the PM with the data, the narrative, and the owner-ready reporting to lead those conversations. We never reach past the PM to talk to the homeowner directly. Not now, not ever.
Same-store methodology on every claim.
Every RevPAR or revenue lift we publish is same-store, year over year, adjusted for blocks. The methodology lives in the footnote on every case study. If a prospect cross-checks against their own KeyData dashboard, the math has to hold.
Month to month. No lock-in. 50% money back at six months if it is not working.
We back the engagement on the only terms a confident operator can offer. If we have not earned the renewal in six months, you get half of what you have paid us back. We have not had to write that check yet.