Services
- Development Visualising & Feasibility Assessment
- Composition of the Development Team
- Project Cost Estimating, Detailed Design & Construction
- Hotel Branding Strategy
- Interim Management
- Excecutive Search
- Non-Executive Director/Director Nominee (Independent)
Assist the project sponsor in the assessment and constructive review of project site selection, conceptional ideas, franchise and/or management brand considerations and short-listing to build a commercial rational for decision-making to proceed with the planning.
Composition of the Development Team
Recommending suitable and experienced design architects/architect of record, interior designer, project cost estimation, project and construction management, project planning, QS, FFE procurement agency and other services for professional planning and execution.
Project Cost Estimating, Detailed Design & Construction
Assisting the owners/investors and their Representatives or lead on their behalf relevant construction cost assessments at the closed-end concept design stage. This is a key milestone that will allow the owners/investors to ascertain the commercial potential and thus decide whether to proceed with the next stage design or make amendments.
Hotel Branding Strategy
Short-listing and rationalising potential hotel franchise/management brands and/or branded GDS befitting distribution according to potential marketing segments. This will enable the hotel to be marketed at least 9 (if not 12) months prior to its anticipated opening so that distribution channels are activated to initiate booking inquiries and firm reservations.
Interim Management
A hotel development and its construction often change pace leading towards substantial completion that requires hotel management to start accepting and assuming operational areas. Subsequently and during final commissioning of plant machinery and systems, operational set-up and management of completed facilities and the entire hotel requires professional stewardship to avoid loop-holes with project and construction management.
Executive Search
Assisting the asset manager of hotel developments (existing or newly constructed) to identify suitable and competent general manager resources based on owners/investors envisaged qualifications, character and competencies criteria. A short-list of three to five candidates will be presented in a suitability matrix with recommendations of further exploring two finalists through conference calls and meetings with owners and representatives.
Non-Executive Director/Director Nominee (Independent)
To strengthen the board of directors, suitable and sufficiently qualified and nominee directors with appropriate past executive experiences in global developments can be the critical and constructive sound board for decision-makers.
“It is hard to go outside the ‘tried and tested’, but often the best NEDs will be executives of large divisions/departments of international groups. Therefore it is important to open up the candidate pool” – Andy Duffm Chairman, Seven Trent
The Non-Executive Director position is gaining importance to companies seeking to help its board of directors to make strategic decisions about risk taking. The management of acceptable levels of risks requires adjustment according to the company’s attitude and appetite towards risk at a given time within current and anticipated market conditions and dynamics. Global trade will continue to grow and intra-regional dependency will require chairmans and investors to rethink the composition of their boards so as to attract, retain and utilise a diverse board of directors in years to come.
NEDs must be able, ready and willing to constructively challenge executive management proposals and to ask critical and tough questions to ascertain key uncertainties and risks that will help the board to build scenarios and determine risks that are manageable, critical or unacceptable. NEDs will also encounter ‘groupthink marked by conventional wisdom and peer pressure’ but instead maintain an independent view and voice that will raise concerns if any!
Development Visualising & Feasibility Assessment
Assist the project sponsor in the assessment and constructive review of project site selection, conceptional ideas, franchise and/or management brand considerations and short-listing to build a commercial rational for decision-making to proceed with the planning.
Composition of the Development Team
Recommending suitable and experienced design architects/architect of record, interior designer, project cost estimation, project and construction management, project planning, QS, FFE procurement agency and other services for professional planning and execution.
Project Cost Estimating, Detailed Design & Construction
Assisting the owners/investors and their Representatives or lead on their behalf relevant construction cost assessments at the closed-end concept design stage. This is a key milestone that will allow the owners/investors to ascertain the commercial potential and thus decide whether to proceed with the next stage design or make amendments.
Hotel Branding Strategy
Short-listing and rationalising potential hotel franchise/management brands and/or branded GDS befitting distribution according to potential marketing segments. This will enable the hotel to be marketed at least 9 (if not 12) months prior to its anticipated opening so that distribution channels are activated to initiate booking inquiries and firm reservations.
Interim Management
A hotel development and its construction often change pace leading towards substantial completion that requires hotel management to start accepting and assuming operational areas. Subsequently and during final commissioning of plant machinery and systems, operational set-up and management of completed facilities and the entire hotel requires professional stewardship to avoid loop-holes with project and construction management.
Executive Search
Assisting the asset manager of hotel developments (existing or newly constructed) to identify suitable and competent general manager resources based on owners/investors envisaged qualifications, character and competencies criteria. A short-list of three to five candidates will be presented in a suitability matrix with recommendations of further exploring two finalists through conference calls and meetings with owners and representatives.
Non-Executive Director/Director Nominee (Independent)
To strengthen the board of directors, suitable and sufficiently qualified and nominee directors with appropriate past executive experiences in global developments can be the critical and constructive sound board for decision-makers.
“It is hard to go outside the ‘tried and tested’, but often the best NEDs will be executives of large divisions/departments of international groups. Therefore it is important to open up the candidate pool” – Andy Duffm Chairman, Seven Trent
The Non-Executive Director position is gaining importance to companies seeking to help its board of directors to make strategic decisions about risk taking. The management of acceptable levels of risks requires adjustment according to the company’s attitude and appetite towards risk at a given time within current and anticipated market conditions and dynamics. Global trade will continue to grow and intra-regional dependency will require chairmans and investors to rethink the composition of their boards so as to attract, retain and utilise a diverse board of directors in years to come.
NEDs must be able, ready and willing to constructively challenge executive management proposals and to ask critical and tough questions to ascertain key uncertainties and risks that will help the board to build scenarios and determine risks that are manageable, critical or unacceptable. NEDs will also encounter ‘groupthink marked by conventional wisdom and peer pressure’ but instead maintain an independent view and voice that will raise concerns if any!