Work

The diagnostic finds the pressure.The response fixes the structure.

These engagements are shown in anonymized form. The hotel names are not the point. The commercial pressure, the response, and the result are.

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What these show

Commercial leakage identified before more spend was committed
Responses shaped by diagnosis, not by a service menu
Outcomes judged by channel economics, conversion, and decision quality

All deeper work starts with a diagnostic.

What these engagements show

Real commercial problems rarely arrive one at a time.

These examples are shown in anonymized form on purpose. The value is not in naming the hotel. It is in showing the type of pressure, the response built, and the commercial judgment behind it.

Reading note

This is not a trophy wall. It is a record of the types of commercial situations the diagnostic is built to clarify.

Coverage across the commercial system

Distribution and direct-booking leakage
Revenue and marketing coordination
Pre-opening commercial architecture
Rooms and F&B commercial alignment

01Distribution & Direct Booking

OTA dependence reduced through a direct-booking rebuild.

Context

Upper-upscale independent hotel in a competitive city market. Strong occupancy, weak net RevPAR, and too much revenue captured through intermediaries instead of the direct channel.

Commercial pressure

Ownership was questioning commission exposure against ADR growth. The gap between gross and net RevPAR was becoming harder to ignore, while direct-booking value was still weak in the guest journey.

Response built

Commercial leakage diagnostic across distribution and conversion
Rate parity review across key channels and booking windows
Direct-booking value proposition redesign
Booking-engine conversion review and priority fix plan
Metasearch and channel-economics review
Ownership-facing commission exposure view

Result

The OTA share of bookings came down, direct conversion improved, and ownership could finally see which channels were eroding net RevPAR and what each one actually cost.

Typical trigger

Commission costs are rising while direct share remains well below where the property should realistically be, even though market demand is clearly there.

02Commercial Coordination

Marketing activity realigned to the revenue strategy.

Context

Boutique lifestyle hotel running campaigns with no real connection to the commercial calendar. Marketing was creating activity, but not always in the periods where the business needed it most.

Commercial pressure

Marketing spend was increasing without a reliable commercial view of contribution. Campaign timing was repeatedly clashing with pricing strategy and ownership wanted one clearer line of sight on commercial ROI.

Response built

Commercial calendar and demand-intelligence framework
Revenue and marketing alignment cadence
Campaign audit against demand periods and ADR objectives
Reporting redesign connecting activity to channel economics
Leadership summary format for monthly review

Result

Campaign waste reduced, planning discipline improved, and revenue and marketing began operating with a shared commercial rhythm instead of parallel activity.

Typical trigger

Marketing budget keeps moving, but direct revenue share and commercial clarity do not move with it.

03Pre-Opening Architecture

Commercial architecture built before opening, not after launch.

Context

New-build luxury property with no channel architecture, no direct-booking structure, and no commercial reporting logic in place early enough.

Commercial pressure

Ownership expected premium positioning and direct-booking credibility from day one, but the commercial structure was not yet designed to support that expectation.

Response built

Distribution architecture and channel rationale
Commercial requirements for core systems and setup
Direct-booking offer and value proposition design
Pre-opening pricing and demand calendar structure
Ownership reporting framework
Commercial onboarding logic for the operating team

Result

Direct-booking capability was in place from opening, commission exposure stayed more controlled, and ownership had a usable commercial structure from the first operating cycle.

Typical trigger

A property is approaching opening, or changing operating structure, without commercial architecture strong enough to support ownership expectations.

04Total Revenue Design

F&B reconnected to the commercial model.

Context

Hotel with a strong F&B product, but no real connection between outlet performance and the wider commercial plan. Rooms and F&B were operating as separate worlds.

Commercial pressure

Outlet activity looked healthy, but contribution and total revenue logic were weak. Midweek demand windows and package opportunities were being missed because F&B was not present in the rooms conversation.

Response built

Total-revenue diagnostic across rooms and outlets
Offer and package design connecting room and F&B value
Commercial meeting cadence redesigned to include outlet performance
Revenue framework broadening beyond rooms-only thinking
Demand-calendar alignment across rooms, events, and outlets

Result

Booking value improved, F&B contribution became more visible, and the property started making commercial decisions as one revenue environment rather than separate departments.

Typical trigger

F&B looks active on paper, but total revenue contribution still feels weaker than the quality of the product should justify.

Next step

Start with a diagnostic. Then decide what deserves investment.

We review where pricing, conversion, reporting, vendor decisions, and commercial structure are leaking value, then give leadership a prioritized view of what to address first.

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Diagnostic-led. No generic retainer. No random activity.HotelsHospitality GroupsF&B Concepts