Vacatia’s Bold Move: A New Era for Independent Resorts

The timeshare industry is undergoing significant change with Vacatia’s acquisition of The Berkley Group and Daily Management, a move that strengthens its position as a key player in the independent resort sector. With the acquisition, Vacatia’s portfolio now includes 460,000 owners, 2,500 associates, and over 11,000 units across 13 states. This means Vacatia is now one of the top five vacation ownership companies in the United States.

Unlike major hospitality brands that often impose uniformity, Vacatia emphasizes preserving the identity of each resort while providing operational efficiencies. CEO Caroline Shin describes this approach as offering independent resorts the resources they need without requiring them to conform to a rigid model.
“We celebrate and support resorts’ uniqueness, be it their unique owner community, their unique bylaws, their unique history,” Shin says. “Instead of forcing people into a one-size-fits-all mold, we work as a partner to the board, ensuring they have the right tools for their specific needs. Some resorts may need only a few, while others may require a broader set of solutions. This acquisition allows us to expand that toolkit significantly.”

The acquisition combines Berkley’s expertise in sales, Daily Management’s experience in resort operations, and Vacatia’s technology and rental solutions. Shin sees this integration as a way to provide independent resorts with more flexibility and support.

“Independent resorts now have a partner that has every capability of helping an independent resort, large or small,” she says. “We are celebrating the independent resorts, giving them the ability to remain independent, but at the same time leveraging the scale that comes with Vacatia having their back.”

One key area where Vacatia sees opportunity is in technology-driven efficiencies, which have historically been more difficult for independent resorts to implement. Shin points to maintenance, housekeeping, reservations, and owner services as examples of areas that can be improved with better digital tools.

“Vacatia’s technology can streamline resort operations, including maintenance and housekeeping, while also benefiting reservations and owner services,” she explains. “Our owner portal, Vacatia Clubhouse, is very popular with owners who use it, but we always give them the option of calling us, too.”

By improving operational processes, Shin believes independent resorts can offer a better experience for owners and guests, while also maintaining the personal touch that makes independent properties distinct.

The transition following the acquisition has focused heavily on integrating teams and ensuring that operations remain smooth. Shin describes meeting with every employee across the newly acquired resorts as Vacatia’s top priority in the initial phase of the acquisition.

“Our number one priority was to visit every employee in their offices,” she says. “That was our first priority after the acquisition was announced. We wanted to listen. While listening to our employees will always be our first priority, our next big focus is transitioning everyone to the same systems so we can enhance our processes and improve benefits for our owners faster.”

According to Shin, this integration process is already fostering collaboration between teams. She notes that Daily Management is interested in adopting Vacatia’s technology, while Vacatia is leveraging Daily’s deep operational experience, particularly with larger properties. Berkley’s sales expertise adds another layer of opportunity.

“The Vacatia team, the Daily Management team, and the Berkley team are already sharing ideas about how we can work together,” Shin says. “It can only get better as we integrate our operations.”

Shin believes that Vacatia’s independent status allows it to be more entrepreneurial and experimental compared to publicly traded hospitality companies.
“We’re now an independent resort company of scale that has phenomenal sales, rental, and tech capability,” she says. “We’re independent. We’re not public. So we can be more experimental, more entrepreneurial. We’re not necessarily going to follow the same path that the brands have followed. I think there are a lot of exciting things that can come out of this marriage.”

Her background reflects this willingness to push boundaries. Before joining Vacatia, Shin pioneered well-known travel programs that are now mainstays in the hospitality industry for companies including Hotwire.com, Starwood Hotels & Resorts Worldwide, and Senitent Jet. She has curated a team with unparalleled expertise and the ability to tailor solutions to the specific needs of each resort. Its success has now attracted more than 750+ industry partners.

“I come from a different world,” she says. “When I was at Hotwire, we were one of the first three OTAs at the time. At Starwood, we created something that was the first of its type in the hotel industry. In private aviation, we introduced a membership product when it had only ever been about ownership or chartering. So I’m kind of used to doing a lot of firsts. That’s the world I live in—always looking for the opportunity to do something different.”

Related: Vacatia Named Best Management Company at GNEX Conference

A major challenge in the timeshare industry has been the perception that ownership is inflexible or difficult to resell. Vacatia’s focus on rental and resale solutions aims to change that dynamic. By providing independent resorts with tools to rent or resell unused inventory, Vacatia increases the value of timeshare ownership, making it more attractive to new buyers and existing owners.

Vacatia has proven success with both rentals and resales, even boosting rental revenue at resorts that had strong programs before engaging Vacatia as their management company. Adding Berkley’s powerhouse sales team to their toolkit will provide yet another avenue for resales.

This model not only benefits individual resorts but could have a broader impact on the industry, shifting the perception of timeshare ownership from a long-term obligation to a more flexible and valuable asset.

The acquisition marks a significant milestone for Vacatia and the broader timeshare industry. As independent resorts face increasing pressures from market consolidation and shifting guest expectations, having a partner that offers support without sacrificing identity could be a game changer.

Shin believes that by integrating technology, operational expertise, and sales strategies, independent resorts can thrive while maintaining their individuality.
“We now have even more tools in our toolkit for independent resorts,” she says. “We have their backs, we have scale, but we still respect and appreciate that independent resorts should remain proudly independent and retain their unique identity.”

As Vacatia continues to integrate its newly acquired resorts and expand its capabilities, the company’s approach provides an avenue for independent properties to compete and thrive while staying true to their origins.

Judy Kenninger heads Kenninger Communications and has been covering the vacation real estate industry for two decades.