Owner Consulting
Decisions about the asset, not just in it. Buy or pass. Renovate or reposition. Expand or consolidate. Operate or exit. These decisions are worth more than any operational improvement — and they are usually made with the least information.
The biggest decisions get the thinnest analysis.
You are being asked to trust a feasibility study you cannot interrogate.
Someone produced an ADR assumption and a ramp-up curve. Where did they come from? What happens if the ADR is 15% lower? Most owners cannot stress-test the model they are betting on.
What it costs: The entire investment caseUnderperformance has no diagnosis.
Is it the market, the asset, or the operator? Without an independent read you cannot know — and the operator is unlikely to be the one who tells you.
What it costs: Years of accepted underperformancePre-opening is being run as a construction project.
The building will be finished. The operating model, the tech stack, the hiring plan and the pricing strategy often will not be — so year one underperforms for reasons decided in year zero.
What it costs: Months of ramp-up, which is the largest driver of project IRRThe root cause: Owner-level decisions are made without an operator-grade view of what the asset can actually deliver.
What we install.
Analysis built by people who have run the operating model behind the spreadsheet.
Installed means running in your property and operated by your team — not delivered as a document and left to you.
- Asset performance analysisWhat this asset should produce given its market, product and positioning — and the quantified gap to what it does produce.
- Business feasibility studiesDemand-side and cost-side, with assumptions exposed and stress-tested rather than buried. Base, downside and upside, with break-even and decision triggers stated.
- Investment evaluationAcquisition review from an operator’s perspective: the operating reality behind the pro-forma, the capex the model omitted, the staffing the market cannot supply.
- Turnaround strategyFor distressed or persistently underperforming assets: stabilise cash, diagnose, sequence — and a [100]-day plan with the milestones that must be hit.
- RepositioningSegment, product, rate strategy and capex sequencing when the asset is in the wrong market position.
- New property setupPre-opening operating model: org chart, staffing plan and ramp, tech stack, SOPs, pricing strategy, distribution build, opening budget, critical path.
- Expansion consultingWhat has to be true before the next asset: management structure, shared services, standardisation, capital plan.
- Operator reviewFor investors: an objective assessment of whether current management is the constraint — with the evidence.
How it runs, week by week.
Including what it costs you in time. We publish this because the objection nobody says out loud is “I do not have the bandwidth for a consulting project.”
| Step | Duration | What we do | What you do | What exists at the end |
|---|---|---|---|---|
| 01 Frame | Week 1 | Define the decision, the criteria, and what evidence would change the answer. | Framing session[~2 hrs] | An agreed decision brief |
| 02 Evidence | Weeks 2–4 | Market, comp set, demand, cost, operating and capex analysis. Site visit. | Data + access[~4 hrs] | The evidence base |
| 03 Model | Weeks 4–5 | Financial model with exposed assumptions, scenarios and sensitivities. | Assumption review[~3 hrs] | A model you can interrogate |
| 04 Recommend | Week 6 | Written recommendation with the reasoning, the risks and the conditions. | Presentation[~2 hrs] | A decision you can defend |
| 05 Execute | Varies | Implementation support, or handover to the relevant service. | As agreed | Execution underway |
What you are left holding.
Named, countable artefacts — each one yours to keep, edit and run without us.
The KPIs this service moves.
Measured against a baseline agreed and signed before work begins. Movement figures are indicative ranges pending publication of verified engagement data.
| KPI | Why it matters here | Typical movement | Time to impact |
|---|---|---|---|
| Asset value | The output of sustained NOI improvement — the number that matters at exit. | [+X%] | [12–36 months] |
| NOI / EBITDA | The valuation input. | [+X%] | [6–18 months] |
| Ramp-up speed | Months to stabilisation is the largest single driver of project IRR. | [−X months] | [opening +12 mo] |
| Project IRR | The investment decision itself. | [+X pts] | Deal-level |
| Capex efficiency | Return per dollar deployed. Sequencing matters more than amount. | [+X%] | [12–24 months] |
Assets and owners we run this for.
Before you ask.
Do you produce bankable feasibility studies?
Will you tell me not to buy?
Do you work with our existing operator?
How is this different from a valuation firm?
Can you support inside a due diligence timeline?
Bring us the decision.
Acquisition, turnaround, expansion or opening — a 20-minute call to define the question costs nothing.
No pitch deck. No obligation. If we are not the right firm for your asset, we will say so on the call.
Not ready to talk? Send us the numbers instead →