Business Turnaround & Commercial Repositioning
The Client
One of the UK’s largest privately owned property development companies, with a diversified portfolio spanning hospitality, residential and commercial real estate.
The Asset
4-star independent (unbranded hotel)
135 rooms and suites
17 meeting and event spaces accommodating up to 700 guests
Full-serviced spa and fitness centre
The Client needs
Reposition the hotel following a multi-million-pound refurbishment and debranding, restoring competitiveness and redefining market perception.
Establish a commercial framework to drive sustainable ADR and revenue growth while strengthening brand presence and operational efficiency.
Support the Executive team in implementing new commercial tools, processes and initiatives to ensure effective execution and measurable results.
Key Strategy Implemented
Commercial function Restructure
Reorganised the commercial structure, introducing a dedicated Head of Revenue to oversee all revenue-generating departments and ensure total revenue accountability.
Created an on-site marketing function, appointed a Head of Marketing to align digital, branding and commercial initiatives under a unified strategy.
Appointed Sales representation agency to promote the hotel and its facilities to key business and travel partners across the UK and to identify new corporate account opportunities.
Digital and Brand Development
Refreshed the brand identify with clear and consistent guidelines to reinforce market positioning.
Led the development of a new hotel website, incorporating updated branding and a modern, conversion-focused booking engine.
Appointed a specialist in Social Media content creation and optimisation to strengthen brand awareness, engagement and lead generation.
Enhanced digital visibility through improved SEO performance, consistent social media activity and cohesive storytelling aligned with the new brand positioning.
Initiated and attended monthly digital strategy meetings with the appointed social media expert and digital marketing agency to ensure alignment of messaging, paid campaigns and the overall commercial strategy.
Performance Enhancement Tools
Introduced a suite of commercial performance tools, including:
Revenue conversion, rate shopping and yield management platforms.
Online reputation and social media monitoring systems.
Mystery guest audits to benchmark the guest journey, quality and service standards delivery.
Enabled data-driven insights and performance measurement across all commercial functions.
Sales & Marketing Strategy
Defined a comprehensive Sales & Marketing strategy supported by revised segmentation and pricing models across rooms, meetings, events and spa.
Conducted a complete GDS content review to ensure accurate representation and maximise distribution potential.
Secured participation in selected consortia and agency programmes to expand market reach within corporate and MICE segments.
Recommended and implemented cross-selling and upselling initiatives supported by incentive schemes to drive revenue and foster team engagement.
Attended weekly sales, marketing and revenue meetings to ensure alignment between financial targets and the repositioning strategy.
Introduced a direct membership programme offering tailored benefits to increase direct bookings and reduce OTA dependency.
Developed seasonal promotional offers based on detailed conversion analysis to address mid-week and weekend need periods whilst protecting profitability.
Optimised inventory management for premium rooms and suites to strengthen ADR performance and enhance overall revenue flow-through.
Systems & Process Optimisation
Selected and implemented a new Hotel Sales & Events CRM system, improving lead management, client retention, and MICE / Wedding performance tracking.
Introduced new communication and performance management processes to enhance collaboration between sales, marketing and revenue teams.
Actively participated in monthly review meetings with ownership, asset management and executive teams to ensure progress monitoring and informed decision-making.
+ 26% ADR
(2016-2019)
+ 45% REVPAR
(2016-2019)
+ 41% Total Revenue
(2016-2019)
OUTCOME
The assignment successfully repositioned the hotel within its competitive market following its refurbishment and transition to an independent brand.
A revitalised commercial organisation - supported by new systems, clear strategic direction and an enhanced digital presence - delivered sustained growth in room rates, RevPAR and total revenue over the three-year period.
The strengthened brand identity, data-led revenue culture and cohesive commercial alignment established a robust foundation for long-term profitability, market resilience and continued performance improvement.
