Frequently Asked Questions (FAQs)

A hotel asset manager represents ownership by independently evaluating the hotel’s financial, operating, capital, and strategic performance.

1011 reviews the information provided by the hotel operator, identifies issues requiring owner attention, monitors execution of the approved business plan, and helps ownership make informed decisions regarding performance, capital, risk, and long-term value.

The hotel operator manages daily operations, including staffing, guest service, housekeeping, revenue management, sales, food and beverage, maintenance, and property-level execution.

The asset manager represents ownership.

1011 evaluates whether the operator is meeting the approved business plan, managing expenses effectively, executing agreed priorities, and protecting the owner’s investment objectives.

No.

1011 does not replace the hotel operator or assume responsibility for day-to-day hotel operations. We work alongside the operator while maintaining an independent owner-side perspective.

Our role is to strengthen accountability, improve the quality of ownership information, and help ensure that operating decisions remain aligned with the owner’s investment strategy.

1011 represents hotel ownership.

We may work with individual owners, family ownership groups, private investors, developers, partnerships, and other ownership entities that need independent hotel oversight but do not maintain a full internal asset-management team.

1011 is focused on boutique, historic, lifestyle, independent, and select soft-branded hotels.

We are particularly well suited for properties where the hotel’s character, operating complexity, food-and-beverage offerings, capital needs, or ownership structure require more individualized oversight than a standardized reporting process provides.

There is no fixed room-count minimum.

The suitability of an engagement depends more on the hotel’s operating complexity, ownership needs, management structure, financial performance, and required level of oversight than on room count alone.

A smaller hotel undergoing a renovation or management transition may require more support than a larger, stable property with a strong internal team.

Owners often seek independent asset management when:

  • The hotel is underperforming.
  • Ownership is dissatisfied with reporting.
  • A third-party operator manages the hotel.
  • The property has recently been acquired.
  • A renovation or repositioning is planned.
  • The management company is changing.
  • Ownership is preparing to refinance or sell.
  • The owner is not regularly present at the property.
  • Multiple investors or family members require clearer reporting.
  • Ownership does not have an internal hotel asset-management team.

Asset management can also add value to stable properties by improving reporting, accountability, planning, and long-term decision-making.

A Hotel Performance Assessment provides ownership with an independent evaluation of the hotel’s current position.

The scope may include:

  • Historical financial performance
  • Occupancy, ADR, and RevPAR
  • Gross operating profit and departmental margins
  • Budget and forecast assumptions
  • Labor and major operating expenses
  • Revenue and distribution trends
  • Market and competitive positioning
  • Capital expenditures and deferred needs
  • Operator reporting and execution
  • Material risks and performance opportunities
  • Prioritized recommendations for ownership

The assessment may be completed as a stand-alone engagement or serve as the starting point for ongoing asset management.

Ongoing services are customized to the property and ownership’s needs.

They may include:

  • Monthly financial and operating review
  • Ownership-level reporting
  • Budget-to-actual variance analysis
  • Forecast review
  • Operator meetings
  • Strategic initiative tracking
  • Capital-plan monitoring
  • Market and competitive-set review
  • Risk identification
  • Annual budget review
  • Ownership strategy meetings
  • Coordination with the owner’s professional advisers

The engagement is structured so ownership receives clear conclusions, priorities, and recommendations rather than another layer of unfiltered reporting.

1011 evaluates the operator based on the approved business plan, actual financial performance, market conditions, contractual responsibilities, reporting quality, and agreed strategic priorities.

Areas of review may include:

  • Revenue performance
  • Expense and labor management
  • Forecast accuracy
  • Budget execution
  • Departmental profitability
  • Capital-project execution
  • Reporting quality
  • Guest-experience trends
  • Management responsiveness
  • Completion of agreed initiatives
  • Alignment with ownership objectives

The objective is constructive accountability, not interference in daily operations.

Yes.

1011 can help ownership identify whether underperformance is being driven by market conditions, operator execution, revenue strategy, expense management, capital limitations, positioning, ownership constraints, or a combination of factors.

We can then help establish priorities, evaluate the operator’s corrective plan, and monitor implementation.

Yes.

1011 can provide owner-side capital and renovation oversight, including review of:

  • Project scope
  • Budget
  • Schedule
  • Change orders
  • Funding requirements
  • Operational disruption
  • Furniture, fixtures, and equipment
  • Consultant and contractor reporting
  • Completion status
  • Return expectations

Architectural, engineering, construction, legal, and other specialized services remain with the appropriately qualified professionals retained by ownership.

Yes.

1011 can provide owner-side analysis and strategic support in connection with a hotel acquisition.

The scope may include:

  • Historical performance review
  • Normalized financial analysis
  • Capital-needs assessment
  • Operator and management-agreement review
  • Market and competitive analysis
  • Identification of principal investment risks
  • Post-closing asset-management planning
  • Coordination with the owner’s brokers, attorneys, lenders, accountants, and consultants

1011 does not replace licensed transaction professionals.

Yes.

We can help ownership organize financial and operating information, identify performance issues, evaluate capital needs, prepare ownership-level reporting, and coordinate with the professional team supporting the refinancing or sale.

Our role is to improve readiness and help ownership clearly communicate the hotel’s performance, strategy, and risks.

1011 provides owner-side oversight of revenue-management performance and strategy.

We may review pricing trends, occupancy, ADR, RevPAR, booking pace, channel mix, forecasts, group business, and market positioning.

We do not replace the hotel’s revenue manager or operator. When deeper technical revenue-management execution is needed, we can work with the operator or an appropriately qualified specialist.

No.

1011 is not a hotel operator, property manager, staffing company, or facilities-management provider.

We do not directly manage employees, guest services, housekeeping, reservations, food and beverage, or daily hotel operations.

Our responsibility is to provide independent ownership oversight.

1011 uses financial, operating, market, and capital data to help ownership identify trends, risks, variances, and decisions requiring attention.

Technology supports our analysis and reporting, but it does not replace experienced judgment.

Our objective is not to provide ownership with more data. It is to convert available information into clearer conclusions and actionable priorities.

Yes.

1011 can work with independent hotels, soft-branded properties, and hotels operating under franchise or management agreements.

The engagement is tailored to the hotel’s ownership structure, brand relationship, operator agreement, market position, and investment objectives.

Yes, when independent ownership oversight would add value.

In an owner-operated hotel, the owner may be closely involved in daily operations but still benefit from an independent review of financial performance, capital planning, market positioning, or long-term strategy.

The scope would be structured differently from an engagement involving a third-party management company.

Yes.

1011 can provide structured oversight and consistent ownership reporting for investors who are not regularly present at the hotel.

The engagement may combine remote financial and operating analysis, scheduled management meetings, property visits, capital monitoring, and clear reporting of issues requiring owner attention.

Not necessarily.

The appropriate level of on-site involvement depends on the property’s operating complexity, management structure, physical condition, capital activity, and the nature of the engagement.

Some assignments can be delivered through structured reporting, remote analysis, and scheduled strategic meetings. Others require regular property visits and local coordination.

The expected level of on-site involvement is established before the engagement begins.

1011 evaluates potential engagements based on the hotel, ownership’s objectives, the required scope of work, and our ability to provide the appropriate level of oversight.

We do not publicly limit our work to one region. Assignments are considered individually, including the need for property visits, local expertise, and coordination with other professionals.

Cross-border assignments may be considered when the appropriate local operating, legal, accounting, and market expertise can be incorporated into the engagement.

For international work, 1011 may collaborate with experienced local hospitality professionals while providing consistent owner-side strategy, financial oversight, and reporting.

1011 does not claim local expertise in a market where appropriate local support has not been established.

1011 works collaboratively with the owner’s existing professional team.

We may coordinate information, clarify ownership priorities, review hotel performance, monitor agreed actions, and help ensure that the different advisers remain aligned around the owner’s objectives.

We do not seek to replace licensed brokers, attorneys, accountants, lenders, operators, architects, engineers, or other qualified professionals.

Yes.

1011 may work with brokers, attorneys, lenders, accountants, operators, consultants, and other professionals when independent owner-side oversight could support a hotel acquisition, renovation, repositioning, refinancing, operational improvement, or future sale.

Each relationship is structured to preserve appropriate professional boundaries and protect confidential information.

No.

Effective hotel asset management should create clarity and accountability without unnecessarily disrupting operations.

1011 establishes communication protocols with ownership and the operator at the beginning of the engagement. We focus on material performance, strategic, financial, and capital matters while respecting the operator’s responsibility for daily execution.

Yes.

Ownership retains final authority over the hotel, subject to applicable agreements, financing requirements, brand obligations, legal restrictions, and other governing documents.

1011 provides analysis, recommendations, monitoring, and coordination. We do not replace the owner’s decision-making authority.

Fees are based on the scope of work, hotel size, operating complexity, reporting requirements, capital activity, expected time commitment, and level of on-site involvement.

Engagements may be structured as:

  • Fixed project fees
  • Monthly retainers
  • Defined assessment fees
  • Special-situation advisory fees
  • Custom portfolio arrangements

One-time Hotel Performance Assessments generally begin at approximately $6,500. Ongoing owner-representation engagements are priced individually after the scope has been defined.

Third-party specialists, travel, data subscriptions, and other approved expenses may be billed separately.

Ongoing asset-management engagements generally require an initial minimum term so that 1011 can understand the hotel, establish reporting, evaluate performance, and monitor implementation over a meaningful period.

The specific term is established in the engagement agreement.

Project-based assessments and special assignments may have shorter defined timelines.

The requested information will depend on the assignment but may include:

  • Historical financial statements
  • Current budget and forecast
  • Monthly operating reports
  • Occupancy, ADR, and RevPAR data
  • Competitive-set reports
  • Capital plans
  • Management agreements
  • Franchise or brand agreements
  • Organizational information
  • Recent appraisals or property-condition reports
  • Renovation budgets
  • Existing ownership reports
  • Current strategic concerns

1011 will provide a specific information request after the initial consultation.

The process generally begins with an introductory ownership consultation.

During that conversation, we discuss:

  • The hotel
  • Ownership structure
  • Current management arrangement
  • Primary concerns
  • Recent performance
  • Capital or transaction activity
  • Ownership objectives
  • Desired scope and timing

If the opportunity appears to be a good fit, 1011 will propose a defined scope of work, fee structure, timeline, information request, and communication process.

No.

Hotel performance is affected by market conditions, operator execution, ownership decisions, capital availability, property condition, competition, economic conditions, and other factors outside any adviser’s control.

1011 does not guarantee financial outcomes.

We provide independent analysis, disciplined oversight, clear recommendations, and accountability intended to support better ownership decisions and stronger execution.

1011 treats ownership, financial, operating, transaction, and property information as confidential.

Confidentiality obligations, permitted uses of information, document handling, and communication protocols are addressed in the engagement agreement.

Information is not shared with outside parties except as authorized by ownership or required by law.

A hotel operator is responsible for running the hotel. Its reporting and recommendations naturally reflect the operator’s responsibilities, incentives, and perspective.

1011 provides ownership with an independent view.

We help owners evaluate whether performance explanations are supported, whether forecasts are realistic, whether capital is being prioritized appropriately, and whether the operator’s actions remain aligned with the owner’s investment objectives.

The operator manages the hotel. 1011 helps ownership evaluate the investment.