# Customer story: Z.V., Lake of the Ozarks

Canonical: https://vr-goals.com/customer-stories/lake-of-the-ozarks

Status: Signed, onboarding.

A multi-division vacation rental operator. This page uses initials and a market descriptor. It does not name the operator or the legal entity.

Cleaning as COGS. Retention off a scorecard.

A multi-division operator at Lake of the Ozarks is moving payroll classification, cleaning cost, and property offboarding onto one picture.

Signed and onboarding. No published before/after percentages on this page.

## Before VR Goals

- Bookkeeping, cleaning, and ops ran in separate tools with no single view.
- Cleaning was run as a cost center rather than tracked as COGS, so margins were hard to see.
- A flagged property had no visibility into why cleanliness scores were low.
- The operator was considering in-house payroll with no system to track W2 vs 1099.
- Property-retention calls were made on gut feel, not performance data.

Tools previously used: separate tools for bookkeeping, cleaning, and operations that did not talk to each other.

## With VR Goals

- Moving payroll in-house using the People module for worker classification.
- Reclassifying cleaning labor as COGS for accurate margin visibility.
- Discontinuing the internal cleaning division in favor of contract labor.
- Using the scorecard to identify underperforming properties for offboarding.

## Situation, in our words

Our summary of what the operator was dealing with, drawn from a sales-call recap. Not a verbatim quote, and not customer-approved wording.

The operator was dealing with fragmented software and staff management. Bookkeeping, cleaning, and ops sat in separate tools that did not talk to each other, which made coordination harder than the work required.

## Related

- People: https://vr-goals.com/apps/people
- Finance: https://vr-goals.com/apps/finance
- Operations: https://vr-goals.com/apps/operations
- All stories: https://vr-goals.com/customer-stories