1. From apartment building to hospitality product

The situation: A ground-up developer with a large mixed-use site in the West wanted to know if a stay longer than a hotel but shorter than a lease could work. The target guests were corporate travelers and traveling medical professionals.

What we did: Feasibility study and board presentation. Compared four operators, recommended one, negotiated the management agreement and opened the property. Since then, ongoing owner's representation: regular operator meetings, budget approval and monthly financial review.

The result: Opened on schedule. 4+ years of asset management.

2. Brand selection and conversion

The situation: A boutique hotel owner needed a brand that would bring weekday demand and the most key money.

What we did: Met the major hotel companies, compared their offers and negotiated a conversion term sheet. Now managing the PIP, the business plan and the selection of a third-party operator.

The result: Key money secured. Conversion in progress.

3. $700K a year in contract savings

The situation: An owner with a growing hotel portfolio was paying for operating contracts that had never been tested against the market.

What we did: Reviewed every major contract, benchmarked the terms and renegotiated.

The result: About $700K a year saved across the portfolio.

4. A five-star residential brand, approved and capitalized

The situation: A residential developer wanted to create a five-star service brand inside a luxury residential project, and needed it to stand up to scrutiny.

What we did: Designed the service model and selected the operator, working with a national operating partner. Took the plan through the board and the construction lender.

The result: Approved by the board and the construction lender, and capitalized with an institutional partner.

5. Building a hospitality leadership team

The situation: A founder launching a new hospitality brand had spent years trying to hire through recruiters without success.

What we did: Defined what success looked like in each role, screened for both skills and fit, and presented only candidates we'd stake our name on.

The result: One finalist presented per role. Three hired.

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