The pressure these CFOs and CEOs face
Unit economics are razor-thin and getting thinner. Labor cost stepped up in 2021 and never stepped back down. RevPAR and check-average growth are slowing in most markets, negative in some. The PMS, POS, and labor-management platforms in your buildings are two or three generations behind — legacy Opera, Micros, Aloha, decade-old Toast deployments that the brand standard is now forcing a decision on.
If you sit at a PE-backed ownership group, the recap or sale process is 12–18 months out, and the diligence package needs to look like a real operating company — not a portfolio of properties on a confederation of stacks. If you sit at a family or founder-owned restaurant group, the labor-cost spike just broke last quarter's number and the board wants the AI-and-automation answer the team has no one to build.
The cost-cut lever is out of room. The pricing lever is fragile. What's left is operating intelligence and the tech to run on.
The three jobs we help with
Replace the PMS, POS, or labor-management platform without losing peak season. The calendar does not move and the guest does not wait. Selection, implementation oversight, cutover sequencing, and a fallback plan, all built around the operating clock — not around the vendor's preferred timeline.
Deploy AI into revenue management, labor forecasting, and guest personalization to defend RevPAR and check-average. Use-case selection, vendor evaluation, data plumbing, and the operating routines the GM and the corporate team actually run on Monday. The operating partner has already assumed the lift in the model; the work is making it real.
Consolidate the tech stack across acquired properties, units, or brands. One PMS, one POS, one labor system, one source of truth — so the CFO can pull clean numbers, the diligence team can answer a buyer's questions, and the operating team can compare two properties without two analysts.
How we approach it differently
Versus Big 4 hospitality practices. They serve the brand at corporate (Marriott HQ, Hilton HQ). We serve the owner. Different math, different politics, different room.
Versus boutique hospitality consultancies. Most are real-estate and asset-management firms with light operating-tech depth. The work in front of you is operating-execution work, not transaction work.
Versus the management company's "advisory" arm. They want the management contract. We are independent of the management contract, independent of every PMS and POS in the room, and we will say what we see.
Versus hospitality-tech point implementers. They install one system. We are responsible for the operating model and the stack as a whole.
The councils behind this work
The Supply Chain Council is directly relevant for F&B procurement and multi-unit supply economics. The AI Operations Council is where the use-case selection conversation happens with peer operators who are deploying revenue-management AI and labor-forecasting models right now.
Hospitality is one of the practices we're actively building out. Bench expansion is deliberate, matched to the operating-model and tech-stack work above. Every new principal joins through the same filter as the rest of the firm: a former CxO who has actually run the function. The scope is tight today by design, not by default — if what you need sits adjacent to the work above, we'll say so on the first call and route accordingly.