What we delivered,
quantified and documented.

The context

Opening a 5-star property in Paris under the banner of a top-tier international ownership group — owner of some of the most prestigious hotel assets in the world — means stepping into the most demanding competition in global hospitality. Paris 5-star segment guests don't forgive hesitation or approximation. Every interaction — from valet to check-out — has to embody a non-negotiable level of excellence.

The opening challenge was twofold: install the high-end 5-star operational standard from day one, while building a team capable of holding that standard over time — without the operational burnout that haunts most premium openings. All under the reporting discipline of an institutional investor.

The diagnosis

The absence of formalised procedures across the three critical departments — front office, housekeeping, room service — created a real risk of dispersion: each team member would improvise their standards, and OTA scores would suffer from the very first month of operation.

Levers activated

• Front office SOPs — arrival sequence, VIP check-in handling, complaint escalation. Full documentation, Director sign-off, hands-on training.
• Housekeeping SOPs — turnover protocols, 3-level quality checks, linen management, time-per-room ratios by room type.
• Room service SOPs — service sequence, timing, presentation, off-menu requests, kitchen coordination.
• Continuous training — weekly calibration sessions during the first weeks of operation.
• KPI monitoring — weekly operational dashboard, real-time OTA sub-score tracking.

The context

Toulouse, a competitive market, lifestyle 3★ segment in full consolidation. Opening a new property in this segment means accepting a tight economic equation: margins are thin, payroll can tip the P&L, and the rate grid of the first three months determines the RevPAR trajectory for the next two years.

The challenge wasn't just to open. It was to open well — and lay the foundations of a solid GOP from the start.

The diagnosis

Three critical zones to structure simultaneously: payroll (which drives 35 to 45% of a 3★ operating cost base), operating costs (procurement, utilities, supplier contracts), and revenue management — particularly delicate on an opening without demand history.

Levers activated

• Payroll dimensioning — staffing calibrated by activity segment, schedules driven by forecast occupancy.
• Supplier renegotiation — consolidated volumes, systematic benchmarks, contracts aligned to market references.
• Progressive revenue management — rate grid calibrated week by week over the first 3 months, competitive alignment on Booking & Google.
• Weekly OTA monitoring — live sub-score tracking, systematised review responses.
• Financial dashboard — monthly GOP, EBITDA, operational KPI review.

The context

Geneva — the luxury residence market with private apartments is one of the most demanding in Europe. International clientele, hotel-grade service standards, but the economics of a real estate asset. The engagement covered two properties in parallel: the first property in the Old Town, already in operation, and the second address, in preparation for an end-2026 opening.

Two timelines, two logics: optimise the existing on the operating property, and design the future product on the pre-opening project — so that it opens already optimised.

Diagnosis — Operating property

On the operating property, the in-room amenities cost line was disproportionate compared to the market standard. Consumable losses were not monitored: no tracking, no supplier benchmarking, no real visibility on effective unit cost.

Diagnosis — Pre-opening project

On the opening project, the challenge was structural: design a room mix that maximises revenue per square metre from day one. A poorly calibrated typology grid at opening means several years of post-hoc correction. Better to build right than to fix later.

Levers activated

• Operating property — In-room amenities overhaul · unit cost audit, supplier benchmarking, qualitative repositioning without diluting the 5-star standard.
• Operating property — Loss reduction plan · consumables monitoring, systematic controls, quantified target of −15 to 20% on the amenities cost line.
• Operating property — E-reputation management · standardisation of guest journeys and service standards, live OTA sub-score tracking.
• Pre-opening project — Room mix overhaul · recomposition of the typology grid to optimise the apartments / short-stay mix, with a target of +€120k additional annual revenue from the very first year of operation.
• Pre-opening project — SOPs & hotel vision · deploying full hospitality operating grammar on a structure originally designed as residential. Pre-opening preparation documented.