Operational turnaround
Working out why a property or portfolio is underperforming, and what to change first.
Operations consulting · Barcelona & Madrid
The returns are won or lost in the operation.
I ran Olala for ten years. We went from a few hundred units to nearly 2,000 across eight countries, developing the buildings and operating the business inside them. Now I do that work on other people's portfolios.
Background
- Chief Executive, Olala — 10 years
- Grew to nearly 2,000 units across eight countries
- 90+ assets: rentals, mini-hotels, hotels, restaurants, bars
- Co-founder & CEO, Romania360 — tour operator & DMC, 5 years
Where I'm useful
Five kinds of problem. Most engagements start with one and end up touching another.
Openings and scale-up
Getting a building from handover to a working operation. Then doing it again without it hurting.
Revenue and distribution
Getting more out of the same rooms, units and square metres.
Owners and operators
Choosing who runs your asset, on what terms, and holding them to it.
Taking the manual work out
Most operators start by buying a tool. Start with the work instead. Where the hours actually go, and which decisions are still being made on instinct.
I've had to live with the decisions.
Most advice on operations comes from people who have never carried the payroll, opened a building late, or explained a bad quarter to an owner. I did all three, for ten years.
I also still do the work myself. The tools I use are ones I've built with and broken, not read about. That's the only way to tell what genuinely removes work from an operation and what just adds a subscription.
Writing
Occasional notes on running property and hospitality businesses.
Have something that isn't working?
A first call is free and usually enough to tell whether I can help. If I can't, I'll say so and point you somewhere better.