Fractional GM leadership, repositioning, turnarounds, pre-opening planning, and asset management for hotel management companies, owners, and developers across EMEA.
Most hotel consulting starts with a report and ends with a recommendation. This practice starts with operations. Before advising on hotels, I ran them: general management in Dubai across hotel and serviced apartment operations, regional brand leadership introducing luxury brands to Middle East markets, and director-level roles in large-scale destination development across EMEA.
That operational background shapes how we work. When a hotel needs leadership, we provide it directly through fractional GM roles and interim management. When it needs repositioning or a turnaround, we run the process from inside the property, not from a consultant's desk. When it's preparing to open, we build the pre-opening programme around what actually matters for year one.
We work with hotel management companies that need experienced leadership for their portfolio, hotel owners who want independent oversight of their operator, and developers selecting management companies and brands for new projects. The common thread: decisions about how hotels run should be made by people who have run them.
Based in Dubai, serving GCC markets (UAE, Saudi Arabia, Qatar) and Southern Europe (Greece, Portugal, Spain), with deep familiarity with how local regulations, labour markets, and ownership structures shape what is actually possible in each market.
Full general management capability without a full-time hire. We step into GM and senior leadership roles on a fractional or interim basis, running the property through transitions, turnarounds, or leadership gaps. Typical engagements run three to twelve months.
Get in Touch →When the market has moved, the guest profile has shifted, or the competitive set has changed, the hotel needs to change with it. We lead repositioning from operations: adjusting service delivery, staffing models, revenue approach, and guest experience to match the new market position.
Get in Touch →Underperformance has specific causes: revenue management, cost control, team capability, guest experience, operator effectiveness. We diagnose which ones apply and run the turnaround from inside the property. Not a report. An intervention.
Get in Touch →The decisions made before opening day shape the first three years of operations. We build and manage pre-opening programmes: staffing plans, systems implementation, OS&E procurement, brand compliance, operational readiness, and soft-opening coordination.
Get in Touch →Independent oversight of your management company. We provide hotel asset management covering operator performance review, budget scrutiny, capital planning, and contract management. We also advise on operator selection and brand transitions when a change is needed.
Get in Touch →Hospitality consulting for hotel management companies, owners, and developers across EMEA.