Owner Advisory
Understand your hotel's results and make informed decisions.
Reports, budgets and proposals do not always provide a clear picture on their own. Owners need to understand the numbers, know which questions to ask and see whether decisions are followed through.
We provide ongoing, independent support to help you assess the situation and maintain a constructive dialogue with the management team.
Discuss your hotel →
We provide ongoing, independent support to help you assess the situation and maintain a constructive dialogue with the management team.
Discuss your hotel →
Advice grounded in practical hotel experience
Our advisory work draws on the first-hand experience of Hospitality International's founder and team members in successfully managing hotels and supporting owners.
That experience spans the hotel's lifecycle: the initial idea and project development, opening, operations and crisis management.
We also support owners when difficulties have already emerged and they need to understand what happened, assess the current position and decide what to do next.
That experience spans the hotel's lifecycle: the initial idea and project development, opening, operations and crisis management.
We also support owners when difficulties have already emerged and they need to understand what happened, assess the current position and decide what to do next.
When this support is useful
- You want oversight without taking part in daily operations.
- You need help interpreting reports and results.
- You want an independent view on budgets, spending or proposed changes.
- You need to track agreed actions.
- Performance has deteriorated or previous decisions have not resolved the problem.
- You want a professional discussion before making a significant decision.
Areas of support
Performance review
Interpretation of the agreed reports, changes and deviations from plan. Missing or inconsistent information is identified alongside what can reasonably be concluded.
Budgets and plans
Review of assumptions, consistency and relevance to the decisions being considered. Preparing a new budget is a separate assignment.
Management and supplier proposals
Assessment of proposals, alternatives, expected results and resources, with questions to resolve before approval.
Interpretation of the agreed reports, changes and deviations from plan. Missing or inconsistent information is identified alongside what can reasonably be concluded.
Budgets and plans
Review of assumptions, consistency and relevance to the decisions being considered. Preparing a new budget is a separate assignment.
Management and supplier proposals
Assessment of proposals, alternatives, expected results and resources, with questions to resolve before approval.
Follow-through
Tracking decisions, responsibilities and deadlines. Reviews distinguish completed work from outstanding actions and matters requiring the owner's attention.
Dialogue with management
Preparation of agendas, participation in meetings and records of decisions where included in the scope, supporting a shared understanding of priorities.
Tracking decisions, responsibilities and deadlines. Reviews distinguish completed work from outstanding actions and matters requiring the owner's attention.
Dialogue with management
Preparation of agendas, participation in meetings and records of decisions where included in the scope, supporting a shared understanding of priorities.
What you receive
- A concise interpretation of the current position.
- Questions requiring clarification or a decision.
- An independent view on the proposals under discussion.
- Records of actions, responsible people and deadlines.
- Updates on progress and unresolved matters.
How we begin
An initial audit establishes the questions, available information and management responsibilities. Relevant previous findings are reused.
We then agree the support required, who provides information, who receives our observations and how we work with the leadership team.
An initial audit establishes the questions, available information and management responsibilities. Relevant previous findings are reused.
We then agree the support required, who provides information, who receives our observations and how we work with the leadership team.
Clear authority and responsibility
We analyse, advise and follow up. Decisions and operational authority remain with the owner and management unless separately agreed.
Advisory support does not authorise us to direct employees, approve expenditure or represent the hotel. Direct crisis intervention or a management takeover requires a separate scope and mandate.
Daily revenue management, active sales, accounting and legal advice are not automatically included. Defined development or implementation work can be arranged through Hospitality Consulting.
Advisory support does not authorise us to direct employees, approve expenditure or represent the hotel. Direct crisis intervention or a management takeover requires a separate scope and mandate.
Daily revenue management, active sales, accounting and legal advice are not automatically included. Defined development or implementation work can be arranged through Hospitality Consulting.
Discuss your hotel
Tell us how you are involved in the business and where an independent view would help.
All initial audits are paid services. Scope and fees are agreed before work begins.
We sign a mutual NDA before work begins or confidential information is shared, protecting your business information and our non-public methods, tools and working materials.
We sign a mutual NDA before work begins or confidential information is shared, protecting your business information and our non-public methods, tools and working materials.