For owners & developers
Six points where decisions can be costly.
Stage 01
Market selection, underwriting, unit mix, layout and a ranked amenity spend plan, so capital goes to what guests actually pay for.
Stage 02
A scored shortlist and the questions a pitch deck will not answer, so you choose on evidence rather than chemistry.
Stage 03
A redline on fees, termination, benchmarks and reporting, so the terms still hold in year four.
Stage 04
Staffing, pricing, listing build, distribution, SEO and the launch event itself, so you stabilize in weeks rather than seasons.
Stage 05
Revenue management, listing and paid performance, cost and margin, operator oversight and a monthly review against benchmark, so drift is caught while it is cheap.
Stage 06
What has to change for the asset to be worth more: NOI, guest experience, market position, and the story a buyer will underwrite.
0203of the six
Operator selection
Owners are asked to compare 4% against 25%, one polished deck against a slicker one. Those are rarely the metrics that decide the outcome.
An RFP built for this asset, and a shortlist worth comparing.
Proposals normalized, projections pressure-tested, the full fee stack counted.
Negotiated commercially, transitioned cleanly, held accountable after the keys.
0506of the six
Already open
What gets examined
Every lever, measured against the comp set you actually compete with.
What is costing you, what it is worth, and what it takes to fix.
The levers worth doing first, and the ones not worth your attention.
The proof
The Gilmore · Nashville12South had never had a hotel. This one arrived prelisted off renderings, launched with a party the press covered, and stitched itself into the neighborhood before the paint dried. Guests did the rest: within two months it outranked every established competitor and traded 13% above market on RevPAR.
Guest ratings on that launch
Before you book
Tap a rating on each line.
A conversation about your asset and the problems worth assessing. A written scope and recommendations follow.
