We recommend engaging a consultant to open hotel projects approximately 12 to 18 months prior to the anticipated opening date. This allows sufficient time to influence critical phases such as design finalization, technology procurement, budget setting, and the early stages of the Executive Search for the General Manager. Early engagement ensures that all decisions align with the final operational model.

The pre-opening hotel services budget covers non-CapEx costs necessary before generating revenue. This includes the salaries of the core pre-opening team, marketing and sales expenses, initial operating supplies (OS&E), IT systems setup and licenses, and comprehensive staff training costs. We meticulously plan this budget to ensure every dollar directly supports operational readiness and market penetration.

We integrate the Revenue Management strategy from the Feasibility Study into the pre-opening process. This involves setting up the CRS and distribution channels, loading the initial dynamic pricing strategy, defining market segmentation, and launching the pre-sales campaign six months out. Our goal is to fill the books with profitable business to accelerate the ramp-up period after Opening a New Hotel.

Yes. We coordinate closely with our Executive Search specialists to recruit the General Manager, Director of Sales, and other key department heads early in the process. The leadership team is crucial for successful Opening a New Hotel execution, and we ensure their hiring occurs 9-12 months out so they can be fully integrated into the pre-opening planning and training phases.

CapEx (Capital Expenditure) covers long-term assets like land, buildings, and major systems (HVAC, elevators). FF&E (Furniture, Fixtures, and Equipment) are moveable assets (beds, chairs, TVs). OS&E (Operating Supplies & Equipment) are items like glassware, linens, and cleaning supplies. Our New Hotel Planning Consultant ensures the procurement budget balances quality (to meet brand standards) and cost control across all these categories.

The opening a new hotel checklist is our core risk management tool. It tracks thousands of interdependent tasks across every department (Engineering, Sales, IT, HR). By establishing critical deadlines and dependency chains, we identify potential delays before they occur, allowing us to proactively reallocate resources and maintain forward momentum toward the scheduled opening date.

Absolutely. We specialize in conversions and re-brandings. This process requires a specific pre-opening hotel services checklist focused on minimizing guest disruption while executing brand-mandated renovations, technology changeovers, and staff retraining. Our expertise ensures a rapid, successful flip to the new brand and system.

The brand's team focuses solely on brand standards compliance. Our role as an independent consultant to open hotel projects is to represent the owner's financial interests. We challenge the brand's CapEx requirements, manage the overall budget, optimize the initial Revenue Management strategy for profit (not just compliance), and ensure the team is trained to deliver hotel operations and management efficiency, not just brand SOPs.

Our support transitions to post-opening stabilization. We remain engaged for the crucial first 90 days, monitoring the initial hotel operations and management performance, addressing any systemic issues that arise, and facilitating the handover to the ongoing Asset Management and Operations Management teams to ensure the property meets its stabilized financial projections.