Services
From Opportunity to Operation
We support hospitality projects where commercial, development, technical and operating decisions meet. Our appointments range from focused reviews of a specific question to continuing owner-side support through design, opening and operations.
Pre Development and Strategy
We help define the opportunity before major commitments are made. The aim is to establish a clear market position, product direction and commercial framework that can guide the project.
Market and site assessment.
Site potential, market research and competitive context.
Creative vision and concept development
Vision workshops, concept narratives, mood direction and guest journey planning.
Positioning and development planning
Target markets, accommodation mix, space planning and amenity strategy.
White label development strategy
An independent concept, brand direction, operating model and delivery roadmap shaped around the owner's objectives.
Financial feasibility
An independent concept, brand direction, operating model and delivery roadmap shaped around the owner's objectives.
Project preparation
Consultant selection, scopes, design briefs, approvals and development programmes.
Development Management
We help carry the agreed strategy through design, technical development and handover. Our role is to keep the business case, guest experience and operating requirements visible as the project develops.
Design and technical advisory
Review of plans, facilities, technical requirements and consultant work against the development strategy.
Concept testing and design review
Workshops, prototypes and mock-ups used to test how ideas will feel and function.
Consultant and stakeholder coordination
Alignment between the owner, design team, specialists, operator and other project parties.
Brand and operator integration
Translation of brand standards or independent operating concepts into design, facilities and guest experience.
Programme, budget and quality support.
Monitoring and coordination appropriate to the agreed appointment and project structure.
Commissioning and handover
Operational input into testing, defects, readiness and transfer to the opening team.
Operations Management and Advisory
We help owners establish the operating model, prepare the property for opening and improve performance once it is trading. The scope can range from focused owner advice to a broader management role.
Operator selection and agreements
Operator requests for proposal, evaluation and advice on hotel management agreements.
White label operating framework.
Service standards, procedures and management structures for owner-branded properties.
Pre-opening and team structure.
Operational readiness, organisation, recruitment priorities and training coordination.
Operations and guest experience
Service concepts, operating standards and testing of the guest journey.
Financial and performance management
Operating budgets, performance reviews and recommendations for improvement.
Asset management and owner representation
Ongoing oversight of the operator, business plan and asset priorities.
Investment and Transaction Advisory
For selected opportunities, InSitu can support investment and transaction decisions with a hospitality-specific view of the asset, operating business and development potential.
Acquisition review and due diligence
Commercial, development and operating review before an investment decision.
Valuation and investment analysis
Assessment of performance assumptions, development potential and risk.
Deal and capital support
Input into transaction structure, funding materials and investor discussions.
Sale preparation
Positioning of the asset, supporting information and coordination of the hospitality case for potential buyers.
How we work
The scope changes with the project, but the decision process remains consistent.
01
Define the decision
Agree the question the owner or investor needs to answer and the information required to answer it.
02
Review the baseline
Assess the available concept, drawings, programme, cost and operating assumptions and identify material gaps.
03
Test the options
Compare the relevant development, commercial and operating alternatives rather than validating one predetermined answer.
04
Model the implications
Show what each option means for guest experience, cost, operations, programme and financial performance.
05
Recommend a direction
Provide a clear view for the owner and remain involved where continuity will improve delivery
