We start by diagnosing what is holding performance back: market position and RevPAR against the competitive set, the revenue and cost structure, the organisation, operating standards and the quality of reporting. We then set a recovery plan with priorities, ownership, deadlines and the measures that will show whether performance is genuinely improving.
The mandate can end at recommendations, or extend to implementing them and taking interim operational responsibility. This is operational turnaround — improving how a trading hotel performs — not a formal insolvency or restructuring proceeding. The owner gets a clear view of progress and of the decisions that need their involvement.