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.

Phase 1
Diagnostic 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 2
100-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 3
Operational & 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 4
Capital 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.

1
Phase 1
Diagnostic 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
2
Phase 2
100-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
3
Phase 3
Operational & 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
4
Phase 4
Capital 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.

Phase 1

Diagnostic 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 2

100-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 3

Operational & 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 4

Capital 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

From the Track Record

Assets we have managed

DoubleTree by Hilton Docklands

Docklands Riverside, London

View transaction

Mar Hall

Glasgow, Scotland

View transaction

Croydon Park Hotel

Croydon, London

View transaction

Formby Hall Golf Resort & Spa

Liverpool

View transaction

The Morrison Hotel

Dublin

View transaction

The Bruntsfield Hotel

Edinburgh

View transaction

Powerscourt Hotel

Enniskerry, Ireland

View transaction

Hilton Park Lane

Mayfair, London

View transaction

Chewton Glen

Hampshire

View transaction

Fairmont Monte Carlo

Monte Carlo

View transaction

Club Med

Turks & Caicos

View transaction

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