DoubleTree by Hilton, London
Acquisition, asset and operational management of DoubleTree by Hilton Docklands Riverside. Full refurbishment and rebranding; part of the estate sold with full planning received.
Asset Management
Where the value gets made
We sit between investor and asset: an in-house team covering brand, procurement, finance, design, development and operations, directing consultants only where specialists genuinely add value.
Our Approach
One accountable team
The investor deals with Align alone. Behind that single point of accountability sits the full delivery structure.
Investor
Align Partners
Brand StrategyIn-houseProcurementIn-houseFinanceIn-houseConcept DesignIn-houseDevelopmentIn-houseOperationsIn-house
Quantity SurveyorConsultant teamDesignersConsultant teamProject ManagerConsultant teamOther SpecialistsConsultant team
Turnaround Methodology
Five phases, one direction
A successful turnaround is not defined by cost reduction alone. It is achieved when a hotel becomes more competitive, more profitable and more valuable for the long term.
Phase 1Diagnostic review
Diagnosing performance gaps and value opportunities.
- Market positioning and competitive analysis
- Commercial performance
- Capital expenditure requirements
- Revenue management
- Management capability
- Sales and distribution
- Guest feedback and reputation
- Departmental profitability
- Operational risks and compliance
Phase 2100-day action plan
Early-impact initiatives without significant capital investment.
- Revenue optimisation
- Commercial accountability
- Pricing strategy
- Sales activity
- Cost control
- Cash management
- Procurement efficiencies
- Operational standards
- Labour scheduling
- Management reporting
Phase 3Operational & commercial optimisation
Strengthening the hotel’s competitive position.
- Revenue management
- Service standards
- Direct booking strategy
- Team development
- Digital marketing
- Technology and systems
- Food and beverage concepts
- Brand positioning
- Guest experience
- Distribution optimisation
Phase 4Capital investment & optimisation
Projects prioritised by strategic fit, operational impact and expected return.
- Higher EBITDA
- Stronger management capability
- Improved cash generation
- Improved valuation
- Enhanced guest satisfaction
- Greater investment appeal
- Increased market share
- Reduced operational risk
Phase 5
Value creation
A hotel that is more competitive, more profitable and more valuable for the long term.
Outcomes
What owners can expect
- 01
A clear understanding of performance gaps, risks and value-creation opportunities
- 02
Improved cash flow, stronger operational discipline and increased owner confidence
- 03
Sustainable growth in occupancy, ADR, RevPAR and EBITDA
- 04
An enhanced guest proposition and a stronger market position
- 05
A stronger, more valuable asset
Project Examples
Recent mandates
Mar Hall, Glasgow
Comprehensive redevelopment and refurbishment of Mar Hall Golf Resort & Spa, including securing a suite of planning permissions. A multi-award-winning turnaround.
Formby Hall, Liverpool
Acquisition and operational management of Formby Hall Golf Resort & Spa, including extensive refurbishment and significant planning permissions achieved in Green Belt.
Morrison, Dublin
Acquisition and operational management of The Morrison Hotel. Brand transition from DoubleTree to Curio and elevation from 4-star to 5-star.
Bruntsfield, Edinburgh
Acquisition of The Bruntsfield Hotel; repositioning and refurbishment of all areas planned, with the rear courtyard animated to create a street scene.
Croydon Park, London
Acquisition and asset management of Croydon Park Hotel, with development schemes tabled as part of the sale process to maximise buyer interest.
Contact
Own an underperforming asset?
A two-to-three week diagnostic review is usually where we start: trading performance, brand audit, asset condition, team and culture. Speak to us about what it would show.
Get in touch