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What we doEleven services across six stages
Join at any stage and stop at any stage. Each service below is scoped, priced and contracted separately — there is no bundle you have to buy into to get the one thing you actually need.
Where are you now?
Pick whichever is closest to your situation — it takes you straight to the service that answers it.
“We own a site, but we do not know if a hotel works on it.”
In four to six weeks you have a feasibility study: how many keys, which segment, what rate and occupancy, what it costs to build and how many years until the capital comes back.
“We have a building. Could it become a hotel?”
A conversion test on floor plate, window module, risers, ceiling heights and exiting tells you whether the building can carry a hotel at all — and at what key count — before design money is spent.
“We are building, and the budget and schedule are slipping.”
We take construction oversight on the owner's side: change-order review, quantity verification, schedule control and a monthly report that says where the project genuinely stands.
“We open in six to twelve months and have no team.”
Pre-opening: general manager, department heads, systems, procedures and distribution — live and selling before the doors open.
“The hotel is open, but the profit is not there.”
Start with an operational and financial audit. Within two to three weeks you will see where revenue leaks, what the operator is not telling you and what can be fixed at no cost.
“We are about to buy an operating hotel.”
An independent rebuild of the vendor's model, a brand-standard and property condition read, and a red-flag memo — delivered before the conditional period runs out.
Before anything is built
Hotel feasibility study
The question is never “can we build a hotel here” — almost anywhere you can. It is whether the hotel this site supports earns enough to justify what it costs to put up. We answer that with catchment and demand analysis, a competitive set benchmarked against STR data, a segmentation and rate build, and a development budget priced to current construction costs.
The output is a document a lender, a credit committee or an equity partner can read without an interpreter: operating projections in the standard hotel accounting format (USALI), a ten-year cash flow, sensitivity on rate, occupancy and cost, and a plainly stated recommendation — including, where warranted, that the project should not proceed.
- Catchment, demand generators and seasonality
- Competitive set and future supply pipeline
- ADR, occupancy and RevPAR forecast by segment
- Development budget and ten-year cash flow
- Sensitivity analysis and break-even
4–6 weeks · Fixed fee, quoted after a first look at the site
Conversion feasibility
Cities across the country are full of buildings looking for a second life, and hotel or extended-stay conversion is often the answer — but only for buildings whose bones allow it. We test the bones first.
Floor plate depth decides whether you get sellable rooms or a corridor of windowless boxes. The window module sets the key width, and therefore the key count, before an architect draws anything. Riser capacity, slab-to-slab height, exiting, and the code path for a change of major occupancy decide whether the conversion is affordable at all.
- Highest and best use across hotel, extended stay and residential
- Test-fit key count from the existing window module
- Structural, mechanical and riser capacity read
- Change-of-use code path and accessibility implications
- Conversion cost per key against ground-up comparison
3–4 weeks · Fixed fee
Acquisition underwriting
A vendor's proforma is a marketing document. We rebuild it from the property's own operating statements, re-forecast against the competitive set, and price the capital the building will need in the first five years — the reserve nobody funded, the property improvement plan the franchisor will require at renewal, the systems at end of life.
You get a red-flag memo, not a reassurance. Where the deal is sound we say so and hand you the model; where it is not, you have the reason in writing before the conditional period expires.
- Independent model rebuild from actual operating statements
- Competitive-set penetration and RevPAR index review
- Franchise agreement, PIP exposure and brand-standard read
- Five-year capital requirement and reserve adequacy
- Red-flag memo with a go / no-go recommendation
2–3 weeks · Fixed fee, priced to the conditional period
Brand and franchise advisory
Branded or independent is a financial decision before it is a marketing one. A flag brings distribution, loyalty contribution and lender comfort; it also brings brand standards that drive construction cost, fees that compound on gross revenue, and a property improvement plan waiting at renewal.
We model both cases on your actual numbers, shortlist the franchisors whose development interest matches your market, and sit with you through term-sheet negotiation — area of protection, term, key money, liquidated damages and the standards that will land in your construction budget.
- Branded against independent, modelled on your project
- Franchisor shortlist and approach
- Term-sheet comparison matrix
- Negotiation support through to signature
4–8 weeks
While it is being built
Development management
Owner-side coordination of the whole delivery: we set the operating brief the design must satisfy, review every drawing set against how the hotel will run, coordinate the approvals path, run the tender, and hold budget and schedule through construction to handover. Your architect of record and general contractor stay in place — we sit opposite them, on your side.
- Operating and area brief for the design team
- Drawing review at each set, against operations
- Approvals coordination — rezoning, site plan, permit
- Tender, bid analysis and contract recommendation
- Change-order review and budget control
- Monthly owner report on cost, schedule and risk
FF&E and OS&E procurement
Furniture, fixtures and equipment stay with the building; operating supplies and equipment are consumed. Both are specified, tendered, purchased, tracked through customs and freight, and installed on a schedule that matches the construction programme rather than fighting it.
- Specification against brand standard and operating need
- Vendor tender and award, with pricing visible to you
- Cross-border logistics, duty and freight planning
- Delivery sequencing, receiving and installation
- Snagging and warranty register at handover
Pre-opening
The sixteen weeks that decide the first year. Standard operating procedures written for this hotel rather than lifted from a template, a recruited and trained team, the property management system, channel manager and payment stack live, and an opening-year budget with a sales plan behind it.
- Department-level standard operating procedures
- General manager and department head recruitment
- Team hiring, onboarding and training
- PMS, channel manager, payments and integrations
- Rate structure and distribution live ahead of opening
- Licensing support — liquor, food premises, business
Recruitment and training
Labour is the binding constraint on hotel operations, not capital. We recruit against the actual roster the hotel needs, build the training that makes a first-season team functional, and set the key performance indicators that tell you early whether it is working.
- Roster and payroll model sized to the operating plan
- Leadership recruitment and reference verification
- Department training programmes and service standards
- Performance indicators and review cadence
Once it is open
Hotel operations management
Full operational responsibility on the owner's behalf, under a management agreement: the team, the standards, the revenue, the cost base and the reporting. Our base fee sits on gross revenue and our incentive fee on gross operating profit, which is the only arrangement that keeps both sides pointed the same way.
- Monthly profit and loss, in the standard hotel format
- Annual budget and capital plan
- Departmental cost and productivity control
- Guest satisfaction and reputation management
Revenue management
Rate, channel mix and forecasting run as one discipline. The objective is RevPAR index against the competitive set, not occupancy for its own sake — a full hotel at the wrong rate is a slower way to lose the same money.
- Rate strategy and dynamic pricing
- Channel mix and commission cost control
- Demand forecasting and displacement analysis
- RevPAR index reporting against the comp set
Food and beverage
The department that most often turns a profitable rooms business into a break-even hotel. Concept sized to the actual captive demand, menus engineered against food cost and labour, and outlet-level reporting that shows which parts earn and which parts are being carried. Where an owner wants it, the concept can be built on the Georgian culinary and wine tradition our team comes from — a list and a menu no competitor in the catchment can reproduce.
- Outlet concept and sizing against real demand
- Menu engineering and cost of goods control
- Kitchen brief and equipment schedule
- Outlet-level profit reporting
Hotel asset management
You do not have to hand us the hotel to get the benefit of an owner-side view. Asset management puts us opposite your existing operator: we read the monthly statements properly, challenge the budget, test brand-standard compliance, verify the reserve and capital plan, and tell you what the reporting is not saying.
Most engagements start with a two to three week operational and financial audit, which is often enough on its own — owners regularly recover more in the first quarter than the audit cost.
- Operational and financial audit
- Monthly statement review and variance challenge
- Budget and capital plan review
- Brand-standard and franchise compliance
- Operator performance against the management agreement
After you get in touch
You write two sentences
What the property is, where it is and what stage it is at. No deck, no documents, no non-disclosure agreement needed to start a conversation.
We reply within one business day
Whether we can help, what information we would need, and the likely timeline and cost. If it is not something we should be doing, we say that instead.
The first conversation is free
Twenty minutes by phone or video, or a meeting in the Greater Toronto Area. No obligation arises on either side.