Underperformance is a symptom. Turnaround work is the discipline of finding the cause before spending capital on the wrong remedy.
Most struggling hospitality assets have already been given an answer — refurbish, rebrand, cut cost, change the sales head. Some of those answers are right. They are just rarely tested first, and an untested remedy in a capital-intensive business is expensive.
Our turnaround practice starts with diagnosis. We separate demand problems from pricing problems, distribution problems from product problems, and cost problems from revenue problems, then build a sequenced roadmap that fixes what is actually broken. Independence matters here too: with no management contract to win and no transaction to close, the recommendation can be that the asset needs a different structure entirely.
A segment-by-segment examination of where revenue is being lost — rate versus occupancy, channel mix and distribution cost, segment mix against the market, day-of-week and seasonal patterns, F&B and banquet contribution, and performance against the competitive set rather than against last year alone.
Departmental cost and productivity reviewed against the revenue each department supports: labour models and rostering, outsourced contracts, energy and utilities, procurement, and the undistributed costs that quietly compound. The objective is structural cost reduction that does not degrade the product the guest pays for.
Where the asset is serving the wrong market, the answer is repositioning: a revised segment target, product and facility changes, a new rate strategy and, where warranted, a change of brand or operating structure — sequenced and costed so that each step funds or enables the next.
Sales teams are frequently organised around history rather than around where demand now sits. We review structure, territory and segment coverage, targets and incentives, account management, key accounts and the relationship between sales, revenue management and marketing.
Full diagnostic across revenue, cost, product, distribution and organisation to establish the real cause.
Defining the target position the asset should hold and what it must change to get there.
Costing and sequencing the physical and structural interventions the repositioning requires.
Relaunching the asset to the market with the sales, distribution and pricing structure it now needs.
Holding the gains — tracking performance against the roadmap and correcting course as trade data arrives.
The five-phase roadmap runs across every Hosprophets mandate. See the full process →
An asset trading flat in a contracting market may be outperforming; one growing modestly in a booming market is losing share. Diagnosis therefore depends on reading the local competitive set, supply pipeline, source-market shifts, seasonality and distribution landscape accurately. Cost structures differ too — labour models, utility costs, procurement depth and outsourcing norms vary widely between regions. We work on turnaround and optimization mandates internationally, and every diagnostic is benchmarked against the asset's own market rather than an imported standard.
A first conversation costs nothing and usually clarifies more than a proposal does. Tell us about the asset, the site or the problem, and we will tell you plainly whether we can help.
