10 Stunning Private Pools Across America You Can Rent by the Hour
10 Stunning Private Pools Across America You Can Rent by the Hour
Courtesy of Swimply
https://www.fodors.com/world/north-america/usa/experiences/news/photos/the-coolest-pools-in-america-on-swimply
The "Airbnb of pools" service offers some A+ options for outdoor summer fun.
Summer is coming—which means it’s officially time to get ready for pool season. Plan to make the most of the warm weather this year, at these over-the-top Swimplys across America, which are “making waves,” and creating a “big splash.” For those who don’t know, Swimply is the Airbnb of swimming pools, where users can rent a private pool by the hour–but the service also has several other categories, including tennis courts, pickleball courts, and basketball courts.
Whether you aim to relax, entertain the kids (or grown-ups) for an afternoon, or feel like a kid again yourself, these rentable backyard paradises can be a perfect palace to enjoy a day in the sunshine or a dreamy evening under the stars.
PHOTO: COURTESY OF SWIMPLY
1 OF 10
Simply Paradise
WHERE: Warren, New Jersey
Escape to an oasis that’s aptly nicknamed “Simply Paradise” by its full-time owners—a destination away from home that can serve as a relaxing retreat to unwind with friends, or an upscale setting for a hosted event. To make your rental feel extra special, invest in a few of the exciting add-on offerings. For $20, this sparkling pool area can even be outfitted with a basketball hoop or plentiful playful floaties. For $35, enjoy access to the on-site fire pit and ping pong table. For $100, indulge in the sauna or cold plunge. Or, mix and match for a unique day of play (and pampering).
PHOTO: COURTESY OF SWIMPLY
2 OF 10
Puget Sound Retreat
WHERE: Burien, Washington
This Puget Sound View Retreat in Washington State is a classically Pacific Northwest dream—with stunning panoramic views of the water and the Olympic Mountains. Accommodating up to 20 guests for a family or friend gathering to make unforgettable memories, this well-maintained, heated inground pool even boasts a cozy built-in hot tub (for an additional $39). Enjoy the sunset views under the patio’s magical twinkling lights and unwind in this peaceful, private setting—a quiet backyard retreat tucked away from the chaotic bustle of everyday life.
PHOTO: COURTESY OF SWIMPLY
3 OF 10
Paradise Pool with Amazing 360 Views
WHERE: Los Angeles, California
You’ll feel like a real-life movie star at this paradise pool featuring a sweeping landscape panorama of the Southern California skyline. A sparkling pool, inspiring views of Santa Monica and the ocean through the sizable sliding glass doors, and a rooftop area with 360-degree sights of all of Los Angeles outfitted with a bar and fireplace—what else could anyone need to have the best pool experience, ever? This space features an 8-person jacuzzi with sunset views, a built-in barbecue, a projector perfect for a movie under the stars, and even a mini golf course on the lawn.
PHOTO: COURTESY OF SWIMPLY
4 OF 10
Sports and Serenity
WHERE: Teaneck, New Jersey
Families, friend groups, and event hosts who seek an unforgettable destination to soak in some sunshine and relax, play, and lounge will enjoy this One-of-a-Kind Pool in Teaneck, New Jersey. The pool space features a lazy river, a full-court basketball setup, a diving board, in-pool lounge chairs, a waterfall, a hot tub, and even a putting green.
PHOTO: COURTESY OF SWIMPLY
5 OF 10
Casa de Castro
WHERE: San Fernando Valley, California
Affectionately dubbed “Casa de Castro” by its full-time owners, this pool may be one of L.A.’s best-kept secrets, as it’s a near-perfect blend of fun, secluded, and vibrant. It feels like a tropical resort-style oasis, plopped onto the end of a private cul-de-sac in Southern California’s San Fernando Valley area. Play lawn games on the well-preserved artificial turf and breathe in the fresh air from the abundance of real plant life, including succulents, palm trees, and flowers. At night, the fire pit and twinkling lights create an alluring atmosphere for a laid-back soiree, and during the day, the intricate pathways lead to loungers waiting to be tanned on and a hammock waiting to be sunk into.
PHOTO: COURTESY OF SWIMPLY
6 OF 10
Tropical Pool Paradise
WHERE: Mission Viejo, California
This tropical paradise pool area is ideal to host a birthday party, anniversary celebration, bridal shower, or even just a casual poker night! It feels like there’s something for everyone—including a waterslide, a grilling setup, an indoor and outdoor lounging area, a candlelit hot tub grotto, a firepit, and even a deck on top of the hill, ideal for watching the sunset! Spend the day or evening surrounded by the lush, calming greenery of banana, palm, and plumeria trees, and by night, include one of the add-on amenities, like a movie projector with a Fire TV Stick, to turn the lawn into an outdoor theater.
PHOTO: COURTESY OF SWIMPLY
7 OF 10
Great Escape Parkside House Pool
WHERE: Groveland, Florida
This gigantic pool is larger than most hotel pools and is located at the privately gated 10-acre, iconic “Great Escape Parkside” game house retreat rental. It features a commercial-grade lazy river, waterslide with a 3-foot free-fall drop (you literally have to sign a waiver to account for the amount of fun you could have, here), and a spraying water cannon. It’s also known as a rare “billiard table pool pool”—intentionally shaped and designed to look like a giant pool table (the hot tub is the “cube of chalk” resting on its ledge!). Play with some of the yard toys, including tetherball, volleyball, a half basketball court, giant inflatable “soccer darts,” and even inflatable “human whack-a-mole” (for an added fee). You’ll have this legendary property all to yourself, feeling like you’re at your very own resort destination.
PHOTO: COURTESY OF SWIMPLY
8 OF 10
Pacific Ocean Views From a Clifftop Pool Perch
WHERE: Topanga, California
This highly rated, oversized saltwater infinity pool feels like a private sanctuary, with stunning panoramic views from Palos Verdes to the Malibu coast. You’ll feel like a celebrity on this 10-acre property, which features an outdoor kitchen, a pool house equipped with a private bath and shower, and a state-of-the-art sound system. It can serve as the perfect location for a relaxing, fun day in the sun with friends, a family gathering, or a romantic couples’ retreat, just a short drive outside Los Angeles.
PHOTO: COURTESY OF SWIMPLY
9 OF 10
30 Foot Waterslide Pool
WHERE: Huntington, New York
With a waterslide like an amusement park and a sparkling brand new pool house equipped with a toilet, changing room, vanity sink, mini-fridge, and large patio space, this one-of-a-kind pool is a child—and adult’s—dream destination for enjoying warm weather escapades. Whether you’re hosting a kids’ birthday party, a girls’ day out, or a couples’ group retreat, it’s a perfect spot to relax and let loose without having to fret about organizing the day’s little details.
PHOTO: COURTESY OF SWIMPLY
10 OF 10
Sisu Hus: Scandinavian Family Spa Pool
WHERE: Des Moines, Washington
Called Sisu Hus by its loving owners, this pool isn’t just a pool—it’s an entirely immersive, Scandinavian-inspired family spa that’s been purposefully designed to encourage connection, restoration, and joy for all guests. At the heart of this experience is an authentic Nordic thermal circuit designed to cultivate inner connection and promote physical, mental, and spiritual recovery. Relax, float, and play for hours in the heated swimming pool, which is always 98°. Then sink into the 104° hot tub and feel your muscles release, melting away all the tension you’ve been holding on to. Those who are bold enough can even dive into the Cold Plunge experience, which is designed for contrast therapy and a nervous system reset. There’s also the on-site Sauna Experience—ideal for warming things up a bit. Then, it’s time to rinse, warm, chill, and repeat!
What’s the culprit for hotel profit margin erosion? New data from LWHA explains.
https://hotelsmag.com/news/whats-the-culprit-for-hotel-profit-margin-erosion-new-data-from-lwha-explains/
by David Eisen
Hotels are complicated to run, but there is one easy concept: If revenues are higher than expenses, turning a profit is the result. Unfortunately, the broader hotel industry is looking down the barrel of a cost-filled gun that isn’t shooting blanks.
According to new data from asset manager and hotel appraisal firm LW Hospitality Advisors, cost creep is not uniform across segments, but hotel operators deluged with higher expenses are being tasked to tame costs against a backdrop of enervated revenue.
“There’s only so much you can do, especially as costs are rising,” said Dominic Finn, SVP of asset management at LWHA. “For the most part, operators are doing their part to manage against limited RevPAR growth.”
As 2025 played out, expenses across departments rose, dealing a blow to operators having to deal with lower revenue generation. It was not a recipe for success. In 2025, annual U.S. hotel occupancy and revenue per available room fell year over year for the first time since 2020, according to data from CoStar. RevPAR was down 0.3% in 2025 versus 2024.
“RevPAR growth can often mask underlying expense creep,” added Ben Ketcham, AVP of asset management at LWHA. “In the current operating environment, disciplined expense management is one of the most important levers for improving flow-through, protecting margins and maximizing overall hotel performance.”
GOP margins were relatively flat YOY 2025 versus 2024, but NOI margins fell by 0.6%, with property tax increases of 5.9% YOY on a per-available-room basis impacting all segments and chain scales, with limited-service and extended-stay hotels seeing their property takes go up more than 10% YOY. They served as the primary driver of margin erosion between GOP and NOI, LWHA noted.
In the Rooms department, full-service hotels saw the biggest leap in expense, up 4.2% YOY on a per-occupied-room basis, which was around 1% higher than the across-segments number. That cut mightily into a total YOY revenue increase of 2.5%. Both select-service and extended-stay saw a decrease. Beyond labor, these costs would include cleaning supplies, contract services, decorations, linen and training.
Though full-service saw the highest increases in both Rooms and F&B expense—which makes sense since full-service hotels have a higher going-in cost basis than select-service and limited-service hotels—they also had the biggest increase in revenue of all segment types. “It’s a little bit of a double-edged sword,” Finn said. “They have the revenue to sometimes offset additional expense, but we also see that full-service hotels had the least cost discipline.” Conversely, according to Finn, hotels in the lower chain scales exhibited better cost-management tendencies.
Utilities proved to be another expense needle in the side of hoteliers. Utilities were up 7.4% YOY on a PAR basis, with extended-stay seeing the highest rise at 10%. The expectation is for utilities to be constant or higher due to variables including the war in Iran, which rocketed oil prices up after February and has yet to abate.
Despite the war and an interest-rate environment that remains elevated, the first quarter showed surprising revenue gains as RevPAR was up 3.8% YOY, according to data, primarily driven by average daily rate. “It’s hard to know what that really means in terms of improved flow-through for full-service hotels, but if select-service and limited-service can maintain cost discipline, they are best positioned to capitalize,” Finn said.
Total labor costs are not moderating across the board and will only move higher, especially as union contracts in many U.S. cities get renegotiated. Consider New York, where the hotel workers’ union was able to negotiate a new contract that will pay housekeepers more than $61 an hour by 2034. It will increase the average pay of housekeepers in New York City hotels to more than $100,000 a year.
“Many owners and operators are facing similar challenges, but having a structured benchmark allows us to move beyond anecdotal observations and clearly identify where expenses are trending, how they compare, and what actions may be needed,” said Ketcham.
A microscope on small businesses: Spotting opportunities to boost productivity
https://www.mckinsey.com/mgi/our-research/a-microscope-on-small-businesses-spotting-opportunities-to-boost-productivity?
By
MSMEs are vital for growth and jobs, but struggle with productivity. The route to higher productivity lies in creating a win-win economic fabric for all companies.
Chapter 4.
Creating value through networks and interactions
No MSME operates in a vacuum. Its prospects are shaped by its interactions with other companies. These interactions can be mutually beneficial, creating a “win-win” for businesses small and large. When the economic fabric surrounding companies of all sizes enables them to interact productively with one another and grow, the overall economy attains the greatest benefits.
B2B MSMEs tend to be more productive than B2C, suggesting that business interactions matter,
Business-to-business (or B2B) companies interact closely with other companies, often larger ones, as part of their supply chains. In five sectors that account for the largest share of GDP from improving their MSME productivity ratio—construction, ICT, manufacturing, trade, and transportation—the productivity gap with large companies is narrower for B2B MSMEs than it is for business-to-customer (B2C) MSMEs that sell primarily to individuals. In fact, the gap is a significant 40 percent narrower on average (Exhibit 14).
Exhibit 14
Image description:
A bar chart compares the ratio of MSME productivity to large company productivity for two types of MSMEs: business-to-business (B2B) MSMEs and business-to-consumer (B2C) MSMEs. The types are compared across five sectors: transportation, ICT, manufacturing, construction, and trade. The conclusion is that B2B MSMEs have smaller productivity gaps relative to large companies than B2C MSMEs. The difference is most pronounced in the transportation sector.
End of image description.
The superior performance of B2B MSMEs can be attributed to both a selection bias, because business customers have higher expectations of their providers, and the fact that these MSMEs can benefit from lessons learned in the course of working with larger enterprises. Other research has also noted how large companies have an incentive to help the smaller businesses they work with to become more productive. There can, of course, be situations in which large companies take advantage of MSMEs, leading to less equitable division of benefits.
The difference in productivity gaps between B2B and B2C MSMEs is particularly pronounced in the transportation and storage sector, where the productivity ratio of B2B MSMEs that transport commodities (typically via pipelines) is almost double that of B2C MSMEs, which are typically involved in passenger transportation. In the manufacturing sector, B2B MSMEs include manufacturers of iron and steel and of locomotives that, on average, have 60 percent of the productivity of large companies. In comparison, B2C MSMEs in the sector that, for instance, make consumer electronics and jewelry are only 40 percent as productive.
In the trade sector overall, the difference in the productivity gaps of B2B wholesalers and B2C retailers is not large. But in some subsectors, that is not the case. Take the specialized trade subsector where stores sell one type of product rather than a wide variety of products,, as nonspecialized supermarkets or department stores do. In this subsector, B2B MSMEs are 75 percent as productive as large companies operating in the sector—1.2 times higher than B2C MSMEs, which are only 63 percent as productive. The advantage in terms of absolute productivity is even higher. On average, B2B specialized trade MSMEs are 2.5 times more productive than their B2C counterparts. Interestingly, B2B and B2C MSMEs differ not only in productivity but also in their dynamism. B2B MSMEs are 1.5 times more likely to have scaled up than B2C MSMEs. Twenty percent of large B2B companies were MSMEs two decades ago, against 14 percent of B2Cs.
These gaps between B2B and B2C MSMEs reflect different levels of business competencies to some extent. Our analysis of the World Bank Enterprise Survey indicates that B2B MSMEs have an edge over B2C counterparts on some of the competencies that we discussed earlier, such as the following:
- B2B MSMEs have a technology and innovation edge. B2B MSMEs are 30 percent more likely than B2C MSMEs to have introduced a process innovation in the past three years. International quality certifications are also 60 percent more common in B2Bs than in B2Cs, perhaps because they are often a requirement when doing business with large corporations.
- B2B MSMEs invest more in building human capital than their B2C counterparts. B2B MSMEs track performance metrics more often and in more detail than B2C MSMEs. They also provide formal training to 60 percent of their employees, compared with about 35 percent of B2C MSMEs. One micro digital marketing agency in the United Kingdom offers employees a 20 percent “development time” commitment—for every ten hours worked in a week, employees can spend two hours on courses of their choosing.
- B2B MSMEs are more globally connected. B2B MSMEs derive 6 percent of their revenue from direct exports, almost triple the share for B2C MSMEs. B2B e-commerce platforms that facilitate exports of products between small manufacturers and wholesalers or even offshore software services between companies have become increasingly popular.32 One microenterprise launched in 2000 created a platform to enable a transparent and mutually beneficial system of centralized MSME purchasing across European countries.
Large and small companies perform in tandem, and the right economic fabric can enable both
MSME interactions with other companies matter, but it is arguably a mistake to view those interactions as adversarial, necessitating policies that attempt to create incentives, quotas, or protections that tilt the balance toward either small enterprises or larger ones. Is this really a zero-sum game? The truth—broadly—is that both MSMEs and large companies can benefit when they are operating within the right economic fabric.
We looked at whether large company productivity moves in tandem with that of smaller businesses in subsectors (Exhibit 15). In accommodation, for instance, the correlation appears strong—the productivity of large and small enterprises moves hand in hand. In Italy, Mexico, Poland, Spain, and the United States, both large and small companies tend to outperform the average productivity levels of their peers across countries. In Australia, Brazil, Germany, Israel, Portugal, and the United Kingdom, both large and small companies tend to underperform their respective averages.
Exhibit 15
Image description:
Four scatterplot charts are used to illustrate that in two-thirds of subsectors, there is a strong correlation between large company and MSME productivity. The accommodation subsector is shown as an example in a scatterplot, and another scatterplot shows the 45 strong-correlation subsectors. In the other one-third of subsectors, the correlation between large company and MSME productivity across countries is weak. The advertising and market research subsector is shown in a scatterplot as an example, and another scatterplot shows all 23 weak-correlation subsectors.
End of image description.
In other subsectors, the correlation is weaker. In advertising and market research, for instance, in Indonesia, Japan, and Nigeria, large companies outperform the average cross-country productivity while small companies underperform, and vice versa in Australia, Germany, Italy, and Spain.
In the vast majority of cases—66 percent, or 45 subsectors—the fortunes of MSMEs and large companies go hand in hand. This interdependent relationship is even more pronounced in manufacturing, where productivity levels of MSMEs and large companies are highly correlated (across countries) in about 80 percent of the 24 subsectors analyzed.
Within each subsector, we categorize countries where both large and small companies perform better than their peers as win-win domains. If only one outperforms while the other lags behind, we classify it as either a “large firms outperform” or a “small firms outperform” domain. If both large and small firms lag behind their peers, it is considered a “challenged” domain.
How large is the win-win advantage? In the 45 subsectors where large and small companies are closely intertwined, the overall productivity of the win-win domain is $163,000 (in purchasing power parity terms). That is 1.5 times higher than in the domains where only small businesses or only large businesses outperform. This relationship holds true even for the subsectors in which the correlation is weak.
Other studies corroborate our finding that MSME productivity and large firm productivity are interconnected. One analysis of 26 European countries found that a 1.0 percent rise in MSME productivity is associated with a 0.124 percent increase in the productivity of large firms. While the analysis does not establish a causal relationship, there do appear to be some knowledge spillovers through the sharing of ideas, best practices, and even talent.
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