Services
Every engagement with Altura Hospitality Partners begins with a Hotel Optimization Assessment – a structured diagnostic of your hotel’s performance, positioning and capital needs. Based on the findings, we build a tailored, à‑la‑carte combination of services from the menu below to align your asset’s operations, capital plan and financial returns with your investment objectives.
Design of Business Plan
Altura Hospitality Partners conducts comprehensive reviews of hotel performance to identify opportunities to increase revenues, control costs and enhance asset value. We evaluate positioning, pricing, distribution, guest experience and capital needs to build a clear, actionable optimization plan.
Hotel Asset Management
We oversee individual hotels and portfolios on behalf of owners and investors, focusing on long‑term value creation, disciplined capital allocation and alignment between ownership, operators, brands and lenders.
Operational Review & Analysis
We perform detailed operational reviews covering revenue management, F&B, spa, labor productivity, brand compliance, guest perception, capital expenditure planning and overall cost structure, with clear recommendations to lift GOP and cash flow.
Brand and Operator Selection & Negotiation
We support the selection of the optimal brand and/or operator and negotiate management, franchise or lease agreements so terms are aligned with market standards and owner objectives.
Strategic Planning & Investment Analysis
We provide strategic planning and investment analysis at the asset and portfolio level, including buy/sell/hold decisions, refinancing analysis, renovation and repositioning strategies, capital expenditure review and value optimization.
Special Situations & Advisory
We advise on complex or time‑sensitive situations such as underperforming assets, restructurings, pre‑sale positioning and lender‑driven processes, always with a focus on protecting and enhancing owner value.
Proven Outcomes
Improve Cost Structure
The resort's five restaurants, four bars and 65,000 sq ft of meeting space ran all-inclusive and à la carte programs side by side, but no one could see what each outlet actually earned or cost. The review found covers estimated from outdated average checks, package revenue booked to a single outlet, and inventory posted to the wrong cost centers. The resulting plan restructured the F&B organization and job descriptions around clear outlet ownership. It also introduced point-of-sale and inventory controls, and reworked menus, operating hours, meal-plan pricing and the beverage list. F&B profitability improved by more than 25%,
Rooms labor is one of a hotel's highest variable costs, and it drifts quickly without close, regular oversight. We review cleaning standards against what guests actually value and what the brand requires. That means separating stayover tasks from checkout tasks and removing steps that add time without improving the guest experience. We then rebuild schedules around forecast occupancy and arrival and departure patterns, rather than fixed rosters. We track productivity weekly using measures such as minutes and labor cost per occupied room. The goal is a lower cost per occupied room with no drop in guest satisfaction scores.
Repositioning of Iconic Properties
A portfolio of branded full-service hotels totaling 2,280 rooms was acquired out of a defaulted loan, with every asset underperforming its market. The repositioning moved the hotels from core brands to soft brands with more individual character, for example Sheraton to Autograph Collection and Crowne Plaza to Tribute Portfolio. The goal was to give each hotel a distinct identity and position it to compete for higher-rated demand. The renovations were strategic, not cosmetic. A detailed ROI analysis for each department set both the scope and how much to invest in each area, so capital went where it would earn the highest return. The portfolio was then refinanced.
Not every brand requirement is worth what it costs. Property improvement plans (PIPs) and other brand-mandated upgrades can require major capital, and some items do little for a particular hotel's guests or market. We review each requirement against the asset's demand profile and expected return. Where an item doesn't fit the asset, we make the case to the brand to waive it, defer it, or replace it with an alternative that still meets the brand's intent. Knowing when to push back keeps capital available for the improvements that actually move rate.
Tax Appeal & Business Interruption Claim
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Real estate and personal property taxes are among a hotel's largest fixed costs, and an increased assessment isn't necessarily final. We help owners decide when an appeal is worth pursuing. We then build the case with a specialist tax advisor, using comparable properties, displaced revenue, operating performance, recent sales or renovation impact.
Water damage took a large share of a hotel's rooms out of order for almost two months, displacing revenue and costing the property an airline crew contract. Over several months of work with the insurer's forensic accountants, the team built the claim room by room. It documented displaced room revenue and the ancillary revenue lost with it. The hotel recovered USD $580,000.
