About
I've had to live with the decisions.
For almost a decade I led a development and operations company that grew to nearly 2,000 keys across eight countries, from automated mini-hotels with no front desk to full-service buildings. We owned the buildings as well as ran them, which is why I talk about the operation and the structure in the same breath.
Book a callBarcelona and Madrid. More than 15 years in hospitality and real estate; almost a decade of it as CEO of Olala.
How I work
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 almost ten years, with the team that ran it.
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.
Two hats, said out loud
I invest as well as advise. Where a deal fits I take a seat in it myself, as general partner or as the operating partner who then has to make the numbers real.
So I say which hat I am wearing before we start, and again whenever it changes. If advising you and investing alongside you would conflict, I'll tell you which one I'm dropping.