Industry
Hospitality consulting
Hotels, resorts, restaurants and event venues, where margin is decided by occupancy, cost of sales and leakage.
Sector pressures
What actually goes wrong in hospitality
These are the recurring failure patterns we see. Each one has a matching response. The point is not to list problems but to show what we do about them.
The pressure
- 01
Revenue leakage between the point of sale, the property management system and the general ledger, often invisible until a reconciliation is finally attempted
- 02
Cost of sales drifting without daily food and beverage costing, so margin erodes a percentage point at a time
- 03
Highly seasonal cash flow against fixed debt service and a largely fixed cost base
- 04
High staff turnover in service roles, with onboarding costs absorbed as though they were unavoidable
- 05
Multi-rate VAT and consumption tax treatment across rooms, food, beverage and events
Our response
- 01
Integrated POS-to-ledger reconciliation with daily variance reporting, which is where leakage first becomes visible
- 02
Departmental profitability by room, food, beverage and events, with cost-of-sales tracked daily rather than monthly
- 03
Seasonal cash flow forecasting built around debt service cover
- 04
Structured recruitment and 90-day onboarding for service roles to lift first-year retention
- 05
Feasibility, development oversight and operational management for new and repositioned properties
How we engage
The pillars that do most of the work here
OperateService Facility Development & Management
Conceptualisation, development and operational management of service facilities, from feasibility through commissioning to steady-state operation.
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ControlFinancial Consulting
Investment advisory, financial systems, tax, internal controls, audit and transaction monitoring: the governance layer that protects margin and satisfies scrutiny.
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StaffRecruitment & Staff Seconding
End-to-end talent: recruitment, managerial and operational staffing, structured onboarding, development and seconded professionals who work under your direction.
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Bring us the number that does not make sense
Margin that moved without explanation, a cost line that keeps growing, a forecast nobody believes. That is a more useful starting point than a capability brief.