Geraldine A.Stays of 30 days to 12 months are underserved because the two pricing models on either side of that window were built for different customers. The nightly model collapses when extended to 90 days. The annual-lease model treats anything under a year as a problem to price around. Neither marketplace was designed for the middle, so the middle stayed thin.
Housing is bracketed by two pricing models. On the short end is the nightly model, which serves vacation guests, short business trips, and weekend stays. On the long end is the annual-lease model, which serves residents who plan to stay in a city for at least a year. The space between those two endpoints (stays of 30 days to 12 months) is the housing window vacation platforms ignore and traditional leasing cannot accommodate. It is also the window that travel nurses, locum physicians, corporate transferees, ALE families, government-contract personnel, skilled-trades crews, and an increasing population of independent professionals actually live in.
The mismatch is not a market failure in the sense of an inefficiency that nobody noticed. It is a structural consequence of how the two pricing models on either side of the mid-term window work, and what kinds of marketplaces evolved around each. This piece walks through why the middle is missing, who lives there, and what a verified marketplace built specifically for the window changes.
Why do the two pricing models leave a gap?
The nightly pricing model, served by vacation rental platforms, optimizes for a specific guest profile. The guest is staying briefly. The host is renting the property as a side income or as a primary income with high turn-over. The platform takes a percentage of each booking. The unit economics depend on a high cleaning frequency, frequent re-bookings, and dynamic pricing that maximizes revenue per available night. A stay longer than seven to fourteen nights is a tail outcome on this model, not a target. Some hosts offer a "monthly discount" on stays of 28 nights or more, but the discount is a loyalty incentive on a system that was not designed for monthly stays. The cleaning fees and platform service fees still stack on top, and the host usually wants the property back for high-revenue weekends mid-stay.
The annual-lease model, served by traditional rental property listings and property management companies, optimizes for a different guest profile. The tenant is staying for at least a year. The landlord is renting the property as a long-term cash-flow asset with low turn-over. The unit economics depend on minimizing vacancy days and minimizing tenant change-overs. A stay shorter than twelve months is a problem on this model. Most landlords either do not advertise short-of-twelve-month leases at all, or advertise them at a premium that compensates for the higher administrative overhead.
The 30-day-to-12-month window sits in the gap between these two models. It is too long for the nightly model to serve well (the math collapses on per-night pricing extended to ninety days) and too short for the annual-lease model to want (the landlord has to re-list and re-screen too often). The platforms built around each model do not serve the window because their unit economics do not work in the middle.
Who actually lives in the 30-day-to-12-month window?
The audiences that occupy the 30-day-to-12-month window are not edge cases. They are professional populations whose work shape produces multi-month, sub-annual stays as a routine fact of the job.
Medical-housing professionals. Travel nurses on 13-week assignments. Locum physicians on 30-day to 90-day rotations. Allied health professionals (radiology techs, respiratory therapists, surgical scrub nurses, traveling speech-language pathologists) on staffing-agency contracts of similar duration. The 13-week assignment is the unit of work in travel healthcare. We covered this audience in detail in our travel-nurse and locum housing piece.
Corporate transferees. Professionals relocating for a new role, with a 60-to-180-day window between accepting the role and committing to a permanent residence. The relocation policy usually allocates a temporary-housing budget by the month with a defined cap and a defined end date. We covered this audience in detail in our corporate-relocation piece.
Insurance ALE families. Displaced families on Additional Living Expense benefit, rebuilding from a fire, flood, storm, or other covered loss. Rebuild timelines are six to twelve months on average, eighteen months in areas with permit and contractor backlogs. The benefit is paid by the month, the rebuild end date is the placement end date.
Government-contract personnel. Federal contractors on multi-month task orders. Military relocations. Veterans on transition. Each of these has a published per-diem cap aligned to monthly pricing and a project duration aligned to the mid-term window.
Skilled-trades professionals. Linemen on storm restoration. Pipeline crews on regional buildouts. Construction superintendents on multi-month sites. Each of these has a project lodging budget structured by the month and a project duration that fits the window.
Independent professionals. Remote workers on extended stays in a new city. Professionals taking a sabbatical or testing relocation before committing. Researchers on grant-funded multi-month residencies. Faculty on visiting appointments. Each of these has a defined window and a budget more aligned to monthly pricing than to either of the two endpoints.
These audiences are not a single thin segment. They are large, recurring, and growing. The structural underserving of the middle does not reflect a small population. It reflects the specific way the two pricing models on either side evolved.
What goes wrong outside a verified mid-term marketplace?
When a professional in this window tries to solve the housing problem on the surfaces that are available outside a mid-term marketplace, three failure modes recur.
